Chapter-01

INTRODUCTION

Introduction

Human Resource Management is the process of developing applying and evaluating policies procedures methods and programs relating to the individual in the organization Human resource management

includes Human Resource Planning recruiting selection training and development compensation

performance management and employee development Effective human resource practices relate to

company performance by contributing to employee and customer satisfaction innovation productivity

and development of a favorable reputation of the firm in the industry

Objective of the Report

The objective of the term paper is to highlight the process of employee testing and selection of

Standard Chartered Bank which includes various HR issues conditions rules policies and

procedures that guide the work of an employee in the organization

Broad Objectives

ldquoA report on the Process of Employee Testing and Selection Human Resource Of standard Chartered Bankrdquo

Specific Objective

To find out the Process of Employee Testing To identify the Process of employee selection To find out linking HR planning practices to competitive advantage

pg 1

ScopeThe scope of the term paper will limit to the human resource issues of the organization only The

contents of the term paper will be the best possible information available thus preserving the

confidentiality of the companyrsquos policies and procedures

Limitations

To produce the report we faced lots of limitations and obstacles At times we were thinking that

we would fail to submit the report on time But thanks to Almighty that was not happen The

limitations are

The report will be far more informative and acceptable if we would have the proper

cooperation from the managers

In spite of assuring them they were not that much free flower of their information

Lake of research is also one of the main obstacles to prepare the report properly

Time limitation and the busyness of the labs are also the part of our limitations

But among these we believe lakes of information are the main limitation of our report

Report Preview

We have given the over view of the Standard Charter Bank

We have given the theoretical discussion on the topics

We showed the organizational Behavior practices in the bank

We have given the conclusion and recommendation

pg 2

Chapter-02

Literature Review Human resources management includes a variety of activities and among them is deciding what staffing needs an organization has and whether to use independent contractors or hire employees to fill these needs recruiting and training the best employees ensuring they are high performers dealing with performance issues and ensuring the personnel and management practices conforms to various regulations Activities also include managing their approach to employee benefits and compensation employee record and personnel policies

HRM practices have shown to be valuable to any companyrsquos success Thus to be successful in a global market place the challenge for all businesses regardless of size is to invest in human resources They need to select and retain talented employees undertake employee training and development programs and dismantle traditional bureaucratic structures that limit employeersquos ability to be innovative and creative

The commonly practices HR activities include the following

HR Planning Recruiting Selection Training and Development Compensation Performance Management Employee relation

World-class organization use performance measurement systems to determine whether they are fulfilling their vision and meeting their customer-focused strategic goals Leading-edge organizations use performance measurement to gain insight into and make judgments about the effectiveness and efficiency of their programs processes and people These best-in-class organization decide on what indicators they will use the measure their progress in meeting strategic goals and objectives gather and analyze performance data and then use those data to drive improvements in their organization and successfully translate strategy into action

Thus in todayrsquos organizations the use of Strategic Human Resource Management information is to help set agree-upon performance goals allocate and prioritize resources inform managers to either confirm or change current policy or program directions to meet those goals and report on the success in meeting those goals

pg 3

Chapter-03

Methodology of Study

We actually went through many phases for research method We have followed the guideline supplied by our honorable instructor M Akbar Ali (DIG Bangladesh Police) The information related to the project has been collected from the Standard Chartered Bank Motijheel Branch The methodology adopted is as follows

Collection of data by conducting interviews of officials of the Bank

Frequent visits

Internet Search

Study of Bankrsquos annual reports

A comprehensive study of the literature has been carried out the see the factors that help in achieving a competitive advantage in a dynamic banking environment

Primary Data

Most of the absolute data has been collected from the internet Bank data and HR data has been gathered from the HR personnel of Slandered chartered bank

Secondary Data

Other information such as bank analysis Bank profile was unruffled from the internet

pg 4

Chapter-04

BACKGROUND OF THE BANK

STANDARD CHARTERED BANK AN OVERVIEW

Standard Chartered Bank (SCB) PLC is an international bank group that is incorporated in the

UK with its Headquarters at 1 Alderman buries Square London The group operations are

mainly concentrated in Asia Africa and the Middle East and its operation is segmented under six

regions LTK Europe Middle East South Asia South East Asia and the USA Globally the

SCB group owns an array of key resources that include

A network of 600 offices in more than 50 countries

A staff of about 28000 people managing assets worth 4765 billion

Globally SCB specializes in personal corporate institutional and personal finance and custodial

services The bank excels in providing the most efficient consistent and timely services and are

the multinational bank in the Middle East South Asia and North African regions

SCB has maintains correspondent relationship with over 600 banks in 157 countries around the

world At the global level SCB operates with some key strategies that are quite unique to other

banks such as

To build and grow strong businesses in Middle East South Asia and Far East Asia

Capitalize on the good track record created by its more than 150 years of operations in

these regions by building unique position and image among the target customer segment

and being responsive the needs and serve the needs better than the competitors

Concentrate operations in those activities that have bear direct impact on the communities

of the countries and help the country and its economy prosper and in the same time earn

profit in ethical way

pg 5

SCB tries to implement these strategies by ndashldquoensuring a proper agglomeration of good

corporate governance and sound human resources development to build a solid

workforcerdquo

HISTORY OF STANDARD CHARTERED BANK IN BRIEF

SCB has a history of more than 150 years The name ldquoStandardrdquo stems from the two original

banks from which it was founded-ldquoChartered Bankrdquo of India Australia and China and ldquoStandard

Bankrdquo of British South Africa

Chartered bank was established in 1853 by a Royal Charter granted by Queen Victoria of

England The main person behind the Chartered Bank was a Scot James Wilson who had also

started ldquoThe Economistrdquo still one of the most eminent publications today He foresaw the

advantages of financing the growing trade links with the areas in the East where no other

financial institution was present that time widely Standard Bank was founded by another Scot

John Peterson 1862 He immigrated to Cape Province in South Africa and became a successful

merchant before founding ldquoThe Eastern Province Heraldrdquo which still is published today Coming

from similar background he too like Wilson saw great opportunity through linking of business

between Europe and South Africa

The merger between these two banks occurred in 1969 On January 30 1970 the shares of the

newly formed Standard Chartered Banking Group Limited were listed in the London Stock

exchange Becoming stronger after merger Standard Chartered Bank PLC embarked on a

vigorous mission to expand its business in Europe and the USA In the last thirty years Standard

Chartered Bank has experienced continuous growth which led to its becoming one of the top

100 listed banks in the world It was judged to be the best bank in the Asia-Pacific region in 1993

and 1994 for its rare and excellent service

pg 6

Standard Chartered Bank in Bangladesh

The Chartered Bank started operating in Bangladesh in 1948 opening a branch in Chittagong The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia The Chartered Bank opened another branch in Dhaka in 1966 where it is still headquartered After the merger of the Chartered Bank with the Standard Bank in 1969 the Standard Chartered Bank took up a program of expansion It increasingly invested in people technology and premises as its business grew in relation to the countrys economy In 1993 there was an organizational re-structuring which led to a substantial expansion of the Banks business Today the bank has in total four branches in Dhaka apart from the Chittagong branch including an offshore branch at the Saver Export Processing Zone Bangladesh is under the Middle East and South Asia (MESA) region with the controlling office in Dubai Its correspondent relationship with Sonali Bank the largest bank in Bangladesh gives its customers access to all major centers in the country Standard Chartered Banks worldwide network facilitates convenient connections with foreign trade and remittance business Standard Chartered Bankrsquos branch banking license in Bangladesh allows it to offer a full range of banking Services At present the Bank has ten branches in Dhaka it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver one branch in Narayanganj three branches in Chittagong one branch in Khulna one branch in Sylhet one branch in Bogra In the year 1999 Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong)Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group SCB with its 18branches and booths across Bangladesh has employed more than 600 people The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500000new customer and 40 branches in India and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank After acquisition grind lays Bank is a part of Standard Chartered Group The Bank presently has 18 outlets in 5 cities serving over 1 25000 customers in the country The network of SCB Bank in Bangladesh includes

1048713 10 Branches in Dhaka city

1048713 1 Branch in Savar EPZ (recently started with full banking operations)

1048713 1 Branch in Narayanganj

1048713 3 Branches in Chittagong

1048713 1 Branch in Khulna

1048713 1 Branch in SylhetAnd 1 Branch in Bogra

pg 7

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

ScopeThe scope of the term paper will limit to the human resource issues of the organization only The

contents of the term paper will be the best possible information available thus preserving the

confidentiality of the companyrsquos policies and procedures

Limitations

To produce the report we faced lots of limitations and obstacles At times we were thinking that

we would fail to submit the report on time But thanks to Almighty that was not happen The

limitations are

The report will be far more informative and acceptable if we would have the proper

cooperation from the managers

In spite of assuring them they were not that much free flower of their information

Lake of research is also one of the main obstacles to prepare the report properly

Time limitation and the busyness of the labs are also the part of our limitations

But among these we believe lakes of information are the main limitation of our report

Report Preview

We have given the over view of the Standard Charter Bank

We have given the theoretical discussion on the topics

We showed the organizational Behavior practices in the bank

We have given the conclusion and recommendation

pg 2

Chapter-02

Literature Review Human resources management includes a variety of activities and among them is deciding what staffing needs an organization has and whether to use independent contractors or hire employees to fill these needs recruiting and training the best employees ensuring they are high performers dealing with performance issues and ensuring the personnel and management practices conforms to various regulations Activities also include managing their approach to employee benefits and compensation employee record and personnel policies

HRM practices have shown to be valuable to any companyrsquos success Thus to be successful in a global market place the challenge for all businesses regardless of size is to invest in human resources They need to select and retain talented employees undertake employee training and development programs and dismantle traditional bureaucratic structures that limit employeersquos ability to be innovative and creative

The commonly practices HR activities include the following

HR Planning Recruiting Selection Training and Development Compensation Performance Management Employee relation

World-class organization use performance measurement systems to determine whether they are fulfilling their vision and meeting their customer-focused strategic goals Leading-edge organizations use performance measurement to gain insight into and make judgments about the effectiveness and efficiency of their programs processes and people These best-in-class organization decide on what indicators they will use the measure their progress in meeting strategic goals and objectives gather and analyze performance data and then use those data to drive improvements in their organization and successfully translate strategy into action

Thus in todayrsquos organizations the use of Strategic Human Resource Management information is to help set agree-upon performance goals allocate and prioritize resources inform managers to either confirm or change current policy or program directions to meet those goals and report on the success in meeting those goals

pg 3

Chapter-03

Methodology of Study

We actually went through many phases for research method We have followed the guideline supplied by our honorable instructor M Akbar Ali (DIG Bangladesh Police) The information related to the project has been collected from the Standard Chartered Bank Motijheel Branch The methodology adopted is as follows

Collection of data by conducting interviews of officials of the Bank

Frequent visits

Internet Search

Study of Bankrsquos annual reports

A comprehensive study of the literature has been carried out the see the factors that help in achieving a competitive advantage in a dynamic banking environment

Primary Data

Most of the absolute data has been collected from the internet Bank data and HR data has been gathered from the HR personnel of Slandered chartered bank

Secondary Data

Other information such as bank analysis Bank profile was unruffled from the internet

pg 4

Chapter-04

BACKGROUND OF THE BANK

STANDARD CHARTERED BANK AN OVERVIEW

Standard Chartered Bank (SCB) PLC is an international bank group that is incorporated in the

UK with its Headquarters at 1 Alderman buries Square London The group operations are

mainly concentrated in Asia Africa and the Middle East and its operation is segmented under six

regions LTK Europe Middle East South Asia South East Asia and the USA Globally the

SCB group owns an array of key resources that include

A network of 600 offices in more than 50 countries

A staff of about 28000 people managing assets worth 4765 billion

Globally SCB specializes in personal corporate institutional and personal finance and custodial

services The bank excels in providing the most efficient consistent and timely services and are

the multinational bank in the Middle East South Asia and North African regions

SCB has maintains correspondent relationship with over 600 banks in 157 countries around the

world At the global level SCB operates with some key strategies that are quite unique to other

banks such as

To build and grow strong businesses in Middle East South Asia and Far East Asia

Capitalize on the good track record created by its more than 150 years of operations in

these regions by building unique position and image among the target customer segment

and being responsive the needs and serve the needs better than the competitors

Concentrate operations in those activities that have bear direct impact on the communities

of the countries and help the country and its economy prosper and in the same time earn

profit in ethical way

pg 5

SCB tries to implement these strategies by ndashldquoensuring a proper agglomeration of good

corporate governance and sound human resources development to build a solid

workforcerdquo

HISTORY OF STANDARD CHARTERED BANK IN BRIEF

SCB has a history of more than 150 years The name ldquoStandardrdquo stems from the two original

banks from which it was founded-ldquoChartered Bankrdquo of India Australia and China and ldquoStandard

Bankrdquo of British South Africa

Chartered bank was established in 1853 by a Royal Charter granted by Queen Victoria of

England The main person behind the Chartered Bank was a Scot James Wilson who had also

started ldquoThe Economistrdquo still one of the most eminent publications today He foresaw the

advantages of financing the growing trade links with the areas in the East where no other

financial institution was present that time widely Standard Bank was founded by another Scot

John Peterson 1862 He immigrated to Cape Province in South Africa and became a successful

merchant before founding ldquoThe Eastern Province Heraldrdquo which still is published today Coming

from similar background he too like Wilson saw great opportunity through linking of business

between Europe and South Africa

The merger between these two banks occurred in 1969 On January 30 1970 the shares of the

newly formed Standard Chartered Banking Group Limited were listed in the London Stock

exchange Becoming stronger after merger Standard Chartered Bank PLC embarked on a

vigorous mission to expand its business in Europe and the USA In the last thirty years Standard

Chartered Bank has experienced continuous growth which led to its becoming one of the top

100 listed banks in the world It was judged to be the best bank in the Asia-Pacific region in 1993

and 1994 for its rare and excellent service

pg 6

Standard Chartered Bank in Bangladesh

The Chartered Bank started operating in Bangladesh in 1948 opening a branch in Chittagong The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia The Chartered Bank opened another branch in Dhaka in 1966 where it is still headquartered After the merger of the Chartered Bank with the Standard Bank in 1969 the Standard Chartered Bank took up a program of expansion It increasingly invested in people technology and premises as its business grew in relation to the countrys economy In 1993 there was an organizational re-structuring which led to a substantial expansion of the Banks business Today the bank has in total four branches in Dhaka apart from the Chittagong branch including an offshore branch at the Saver Export Processing Zone Bangladesh is under the Middle East and South Asia (MESA) region with the controlling office in Dubai Its correspondent relationship with Sonali Bank the largest bank in Bangladesh gives its customers access to all major centers in the country Standard Chartered Banks worldwide network facilitates convenient connections with foreign trade and remittance business Standard Chartered Bankrsquos branch banking license in Bangladesh allows it to offer a full range of banking Services At present the Bank has ten branches in Dhaka it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver one branch in Narayanganj three branches in Chittagong one branch in Khulna one branch in Sylhet one branch in Bogra In the year 1999 Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong)Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group SCB with its 18branches and booths across Bangladesh has employed more than 600 people The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500000new customer and 40 branches in India and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank After acquisition grind lays Bank is a part of Standard Chartered Group The Bank presently has 18 outlets in 5 cities serving over 1 25000 customers in the country The network of SCB Bank in Bangladesh includes

1048713 10 Branches in Dhaka city

1048713 1 Branch in Savar EPZ (recently started with full banking operations)

1048713 1 Branch in Narayanganj

1048713 3 Branches in Chittagong

1048713 1 Branch in Khulna

1048713 1 Branch in SylhetAnd 1 Branch in Bogra

pg 7

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Chapter-02

Literature Review Human resources management includes a variety of activities and among them is deciding what staffing needs an organization has and whether to use independent contractors or hire employees to fill these needs recruiting and training the best employees ensuring they are high performers dealing with performance issues and ensuring the personnel and management practices conforms to various regulations Activities also include managing their approach to employee benefits and compensation employee record and personnel policies

HRM practices have shown to be valuable to any companyrsquos success Thus to be successful in a global market place the challenge for all businesses regardless of size is to invest in human resources They need to select and retain talented employees undertake employee training and development programs and dismantle traditional bureaucratic structures that limit employeersquos ability to be innovative and creative

The commonly practices HR activities include the following

HR Planning Recruiting Selection Training and Development Compensation Performance Management Employee relation

World-class organization use performance measurement systems to determine whether they are fulfilling their vision and meeting their customer-focused strategic goals Leading-edge organizations use performance measurement to gain insight into and make judgments about the effectiveness and efficiency of their programs processes and people These best-in-class organization decide on what indicators they will use the measure their progress in meeting strategic goals and objectives gather and analyze performance data and then use those data to drive improvements in their organization and successfully translate strategy into action

Thus in todayrsquos organizations the use of Strategic Human Resource Management information is to help set agree-upon performance goals allocate and prioritize resources inform managers to either confirm or change current policy or program directions to meet those goals and report on the success in meeting those goals

pg 3

Chapter-03

Methodology of Study

We actually went through many phases for research method We have followed the guideline supplied by our honorable instructor M Akbar Ali (DIG Bangladesh Police) The information related to the project has been collected from the Standard Chartered Bank Motijheel Branch The methodology adopted is as follows

Collection of data by conducting interviews of officials of the Bank

Frequent visits

Internet Search

Study of Bankrsquos annual reports

A comprehensive study of the literature has been carried out the see the factors that help in achieving a competitive advantage in a dynamic banking environment

Primary Data

Most of the absolute data has been collected from the internet Bank data and HR data has been gathered from the HR personnel of Slandered chartered bank

Secondary Data

Other information such as bank analysis Bank profile was unruffled from the internet

pg 4

Chapter-04

BACKGROUND OF THE BANK

STANDARD CHARTERED BANK AN OVERVIEW

Standard Chartered Bank (SCB) PLC is an international bank group that is incorporated in the

UK with its Headquarters at 1 Alderman buries Square London The group operations are

mainly concentrated in Asia Africa and the Middle East and its operation is segmented under six

regions LTK Europe Middle East South Asia South East Asia and the USA Globally the

SCB group owns an array of key resources that include

A network of 600 offices in more than 50 countries

A staff of about 28000 people managing assets worth 4765 billion

Globally SCB specializes in personal corporate institutional and personal finance and custodial

services The bank excels in providing the most efficient consistent and timely services and are

the multinational bank in the Middle East South Asia and North African regions

SCB has maintains correspondent relationship with over 600 banks in 157 countries around the

world At the global level SCB operates with some key strategies that are quite unique to other

banks such as

To build and grow strong businesses in Middle East South Asia and Far East Asia

Capitalize on the good track record created by its more than 150 years of operations in

these regions by building unique position and image among the target customer segment

and being responsive the needs and serve the needs better than the competitors

Concentrate operations in those activities that have bear direct impact on the communities

of the countries and help the country and its economy prosper and in the same time earn

profit in ethical way

pg 5

SCB tries to implement these strategies by ndashldquoensuring a proper agglomeration of good

corporate governance and sound human resources development to build a solid

workforcerdquo

HISTORY OF STANDARD CHARTERED BANK IN BRIEF

SCB has a history of more than 150 years The name ldquoStandardrdquo stems from the two original

banks from which it was founded-ldquoChartered Bankrdquo of India Australia and China and ldquoStandard

Bankrdquo of British South Africa

Chartered bank was established in 1853 by a Royal Charter granted by Queen Victoria of

England The main person behind the Chartered Bank was a Scot James Wilson who had also

started ldquoThe Economistrdquo still one of the most eminent publications today He foresaw the

advantages of financing the growing trade links with the areas in the East where no other

financial institution was present that time widely Standard Bank was founded by another Scot

John Peterson 1862 He immigrated to Cape Province in South Africa and became a successful

merchant before founding ldquoThe Eastern Province Heraldrdquo which still is published today Coming

from similar background he too like Wilson saw great opportunity through linking of business

between Europe and South Africa

The merger between these two banks occurred in 1969 On January 30 1970 the shares of the

newly formed Standard Chartered Banking Group Limited were listed in the London Stock

exchange Becoming stronger after merger Standard Chartered Bank PLC embarked on a

vigorous mission to expand its business in Europe and the USA In the last thirty years Standard

Chartered Bank has experienced continuous growth which led to its becoming one of the top

100 listed banks in the world It was judged to be the best bank in the Asia-Pacific region in 1993

and 1994 for its rare and excellent service

pg 6

Standard Chartered Bank in Bangladesh

The Chartered Bank started operating in Bangladesh in 1948 opening a branch in Chittagong The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia The Chartered Bank opened another branch in Dhaka in 1966 where it is still headquartered After the merger of the Chartered Bank with the Standard Bank in 1969 the Standard Chartered Bank took up a program of expansion It increasingly invested in people technology and premises as its business grew in relation to the countrys economy In 1993 there was an organizational re-structuring which led to a substantial expansion of the Banks business Today the bank has in total four branches in Dhaka apart from the Chittagong branch including an offshore branch at the Saver Export Processing Zone Bangladesh is under the Middle East and South Asia (MESA) region with the controlling office in Dubai Its correspondent relationship with Sonali Bank the largest bank in Bangladesh gives its customers access to all major centers in the country Standard Chartered Banks worldwide network facilitates convenient connections with foreign trade and remittance business Standard Chartered Bankrsquos branch banking license in Bangladesh allows it to offer a full range of banking Services At present the Bank has ten branches in Dhaka it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver one branch in Narayanganj three branches in Chittagong one branch in Khulna one branch in Sylhet one branch in Bogra In the year 1999 Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong)Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group SCB with its 18branches and booths across Bangladesh has employed more than 600 people The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500000new customer and 40 branches in India and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank After acquisition grind lays Bank is a part of Standard Chartered Group The Bank presently has 18 outlets in 5 cities serving over 1 25000 customers in the country The network of SCB Bank in Bangladesh includes

1048713 10 Branches in Dhaka city

1048713 1 Branch in Savar EPZ (recently started with full banking operations)

1048713 1 Branch in Narayanganj

1048713 3 Branches in Chittagong

1048713 1 Branch in Khulna

1048713 1 Branch in SylhetAnd 1 Branch in Bogra

pg 7

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Chapter-03

Methodology of Study

We actually went through many phases for research method We have followed the guideline supplied by our honorable instructor M Akbar Ali (DIG Bangladesh Police) The information related to the project has been collected from the Standard Chartered Bank Motijheel Branch The methodology adopted is as follows

Collection of data by conducting interviews of officials of the Bank

Frequent visits

Internet Search

Study of Bankrsquos annual reports

A comprehensive study of the literature has been carried out the see the factors that help in achieving a competitive advantage in a dynamic banking environment

Primary Data

Most of the absolute data has been collected from the internet Bank data and HR data has been gathered from the HR personnel of Slandered chartered bank

Secondary Data

Other information such as bank analysis Bank profile was unruffled from the internet

pg 4

Chapter-04

BACKGROUND OF THE BANK

STANDARD CHARTERED BANK AN OVERVIEW

Standard Chartered Bank (SCB) PLC is an international bank group that is incorporated in the

UK with its Headquarters at 1 Alderman buries Square London The group operations are

mainly concentrated in Asia Africa and the Middle East and its operation is segmented under six

regions LTK Europe Middle East South Asia South East Asia and the USA Globally the

SCB group owns an array of key resources that include

A network of 600 offices in more than 50 countries

A staff of about 28000 people managing assets worth 4765 billion

Globally SCB specializes in personal corporate institutional and personal finance and custodial

services The bank excels in providing the most efficient consistent and timely services and are

the multinational bank in the Middle East South Asia and North African regions

SCB has maintains correspondent relationship with over 600 banks in 157 countries around the

world At the global level SCB operates with some key strategies that are quite unique to other

banks such as

To build and grow strong businesses in Middle East South Asia and Far East Asia

Capitalize on the good track record created by its more than 150 years of operations in

these regions by building unique position and image among the target customer segment

and being responsive the needs and serve the needs better than the competitors

Concentrate operations in those activities that have bear direct impact on the communities

of the countries and help the country and its economy prosper and in the same time earn

profit in ethical way

pg 5

SCB tries to implement these strategies by ndashldquoensuring a proper agglomeration of good

corporate governance and sound human resources development to build a solid

workforcerdquo

HISTORY OF STANDARD CHARTERED BANK IN BRIEF

SCB has a history of more than 150 years The name ldquoStandardrdquo stems from the two original

banks from which it was founded-ldquoChartered Bankrdquo of India Australia and China and ldquoStandard

Bankrdquo of British South Africa

Chartered bank was established in 1853 by a Royal Charter granted by Queen Victoria of

England The main person behind the Chartered Bank was a Scot James Wilson who had also

started ldquoThe Economistrdquo still one of the most eminent publications today He foresaw the

advantages of financing the growing trade links with the areas in the East where no other

financial institution was present that time widely Standard Bank was founded by another Scot

John Peterson 1862 He immigrated to Cape Province in South Africa and became a successful

merchant before founding ldquoThe Eastern Province Heraldrdquo which still is published today Coming

from similar background he too like Wilson saw great opportunity through linking of business

between Europe and South Africa

The merger between these two banks occurred in 1969 On January 30 1970 the shares of the

newly formed Standard Chartered Banking Group Limited were listed in the London Stock

exchange Becoming stronger after merger Standard Chartered Bank PLC embarked on a

vigorous mission to expand its business in Europe and the USA In the last thirty years Standard

Chartered Bank has experienced continuous growth which led to its becoming one of the top

100 listed banks in the world It was judged to be the best bank in the Asia-Pacific region in 1993

and 1994 for its rare and excellent service

pg 6

Standard Chartered Bank in Bangladesh

The Chartered Bank started operating in Bangladesh in 1948 opening a branch in Chittagong The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia The Chartered Bank opened another branch in Dhaka in 1966 where it is still headquartered After the merger of the Chartered Bank with the Standard Bank in 1969 the Standard Chartered Bank took up a program of expansion It increasingly invested in people technology and premises as its business grew in relation to the countrys economy In 1993 there was an organizational re-structuring which led to a substantial expansion of the Banks business Today the bank has in total four branches in Dhaka apart from the Chittagong branch including an offshore branch at the Saver Export Processing Zone Bangladesh is under the Middle East and South Asia (MESA) region with the controlling office in Dubai Its correspondent relationship with Sonali Bank the largest bank in Bangladesh gives its customers access to all major centers in the country Standard Chartered Banks worldwide network facilitates convenient connections with foreign trade and remittance business Standard Chartered Bankrsquos branch banking license in Bangladesh allows it to offer a full range of banking Services At present the Bank has ten branches in Dhaka it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver one branch in Narayanganj three branches in Chittagong one branch in Khulna one branch in Sylhet one branch in Bogra In the year 1999 Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong)Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group SCB with its 18branches and booths across Bangladesh has employed more than 600 people The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500000new customer and 40 branches in India and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank After acquisition grind lays Bank is a part of Standard Chartered Group The Bank presently has 18 outlets in 5 cities serving over 1 25000 customers in the country The network of SCB Bank in Bangladesh includes

1048713 10 Branches in Dhaka city

1048713 1 Branch in Savar EPZ (recently started with full banking operations)

1048713 1 Branch in Narayanganj

1048713 3 Branches in Chittagong

1048713 1 Branch in Khulna

1048713 1 Branch in SylhetAnd 1 Branch in Bogra

pg 7

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Chapter-04

BACKGROUND OF THE BANK

STANDARD CHARTERED BANK AN OVERVIEW

Standard Chartered Bank (SCB) PLC is an international bank group that is incorporated in the

UK with its Headquarters at 1 Alderman buries Square London The group operations are

mainly concentrated in Asia Africa and the Middle East and its operation is segmented under six

regions LTK Europe Middle East South Asia South East Asia and the USA Globally the

SCB group owns an array of key resources that include

A network of 600 offices in more than 50 countries

A staff of about 28000 people managing assets worth 4765 billion

Globally SCB specializes in personal corporate institutional and personal finance and custodial

services The bank excels in providing the most efficient consistent and timely services and are

the multinational bank in the Middle East South Asia and North African regions

SCB has maintains correspondent relationship with over 600 banks in 157 countries around the

world At the global level SCB operates with some key strategies that are quite unique to other

banks such as

To build and grow strong businesses in Middle East South Asia and Far East Asia

Capitalize on the good track record created by its more than 150 years of operations in

these regions by building unique position and image among the target customer segment

and being responsive the needs and serve the needs better than the competitors

Concentrate operations in those activities that have bear direct impact on the communities

of the countries and help the country and its economy prosper and in the same time earn

profit in ethical way

pg 5

SCB tries to implement these strategies by ndashldquoensuring a proper agglomeration of good

corporate governance and sound human resources development to build a solid

workforcerdquo

HISTORY OF STANDARD CHARTERED BANK IN BRIEF

SCB has a history of more than 150 years The name ldquoStandardrdquo stems from the two original

banks from which it was founded-ldquoChartered Bankrdquo of India Australia and China and ldquoStandard

Bankrdquo of British South Africa

Chartered bank was established in 1853 by a Royal Charter granted by Queen Victoria of

England The main person behind the Chartered Bank was a Scot James Wilson who had also

started ldquoThe Economistrdquo still one of the most eminent publications today He foresaw the

advantages of financing the growing trade links with the areas in the East where no other

financial institution was present that time widely Standard Bank was founded by another Scot

John Peterson 1862 He immigrated to Cape Province in South Africa and became a successful

merchant before founding ldquoThe Eastern Province Heraldrdquo which still is published today Coming

from similar background he too like Wilson saw great opportunity through linking of business

between Europe and South Africa

The merger between these two banks occurred in 1969 On January 30 1970 the shares of the

newly formed Standard Chartered Banking Group Limited were listed in the London Stock

exchange Becoming stronger after merger Standard Chartered Bank PLC embarked on a

vigorous mission to expand its business in Europe and the USA In the last thirty years Standard

Chartered Bank has experienced continuous growth which led to its becoming one of the top

100 listed banks in the world It was judged to be the best bank in the Asia-Pacific region in 1993

and 1994 for its rare and excellent service

pg 6

Standard Chartered Bank in Bangladesh

The Chartered Bank started operating in Bangladesh in 1948 opening a branch in Chittagong The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia The Chartered Bank opened another branch in Dhaka in 1966 where it is still headquartered After the merger of the Chartered Bank with the Standard Bank in 1969 the Standard Chartered Bank took up a program of expansion It increasingly invested in people technology and premises as its business grew in relation to the countrys economy In 1993 there was an organizational re-structuring which led to a substantial expansion of the Banks business Today the bank has in total four branches in Dhaka apart from the Chittagong branch including an offshore branch at the Saver Export Processing Zone Bangladesh is under the Middle East and South Asia (MESA) region with the controlling office in Dubai Its correspondent relationship with Sonali Bank the largest bank in Bangladesh gives its customers access to all major centers in the country Standard Chartered Banks worldwide network facilitates convenient connections with foreign trade and remittance business Standard Chartered Bankrsquos branch banking license in Bangladesh allows it to offer a full range of banking Services At present the Bank has ten branches in Dhaka it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver one branch in Narayanganj three branches in Chittagong one branch in Khulna one branch in Sylhet one branch in Bogra In the year 1999 Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong)Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group SCB with its 18branches and booths across Bangladesh has employed more than 600 people The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500000new customer and 40 branches in India and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank After acquisition grind lays Bank is a part of Standard Chartered Group The Bank presently has 18 outlets in 5 cities serving over 1 25000 customers in the country The network of SCB Bank in Bangladesh includes

1048713 10 Branches in Dhaka city

1048713 1 Branch in Savar EPZ (recently started with full banking operations)

1048713 1 Branch in Narayanganj

1048713 3 Branches in Chittagong

1048713 1 Branch in Khulna

1048713 1 Branch in SylhetAnd 1 Branch in Bogra

pg 7

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

SCB tries to implement these strategies by ndashldquoensuring a proper agglomeration of good

corporate governance and sound human resources development to build a solid

workforcerdquo

HISTORY OF STANDARD CHARTERED BANK IN BRIEF

SCB has a history of more than 150 years The name ldquoStandardrdquo stems from the two original

banks from which it was founded-ldquoChartered Bankrdquo of India Australia and China and ldquoStandard

Bankrdquo of British South Africa

Chartered bank was established in 1853 by a Royal Charter granted by Queen Victoria of

England The main person behind the Chartered Bank was a Scot James Wilson who had also

started ldquoThe Economistrdquo still one of the most eminent publications today He foresaw the

advantages of financing the growing trade links with the areas in the East where no other

financial institution was present that time widely Standard Bank was founded by another Scot

John Peterson 1862 He immigrated to Cape Province in South Africa and became a successful

merchant before founding ldquoThe Eastern Province Heraldrdquo which still is published today Coming

from similar background he too like Wilson saw great opportunity through linking of business

between Europe and South Africa

The merger between these two banks occurred in 1969 On January 30 1970 the shares of the

newly formed Standard Chartered Banking Group Limited were listed in the London Stock

exchange Becoming stronger after merger Standard Chartered Bank PLC embarked on a

vigorous mission to expand its business in Europe and the USA In the last thirty years Standard

Chartered Bank has experienced continuous growth which led to its becoming one of the top

100 listed banks in the world It was judged to be the best bank in the Asia-Pacific region in 1993

and 1994 for its rare and excellent service

pg 6

Standard Chartered Bank in Bangladesh

The Chartered Bank started operating in Bangladesh in 1948 opening a branch in Chittagong The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia The Chartered Bank opened another branch in Dhaka in 1966 where it is still headquartered After the merger of the Chartered Bank with the Standard Bank in 1969 the Standard Chartered Bank took up a program of expansion It increasingly invested in people technology and premises as its business grew in relation to the countrys economy In 1993 there was an organizational re-structuring which led to a substantial expansion of the Banks business Today the bank has in total four branches in Dhaka apart from the Chittagong branch including an offshore branch at the Saver Export Processing Zone Bangladesh is under the Middle East and South Asia (MESA) region with the controlling office in Dubai Its correspondent relationship with Sonali Bank the largest bank in Bangladesh gives its customers access to all major centers in the country Standard Chartered Banks worldwide network facilitates convenient connections with foreign trade and remittance business Standard Chartered Bankrsquos branch banking license in Bangladesh allows it to offer a full range of banking Services At present the Bank has ten branches in Dhaka it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver one branch in Narayanganj three branches in Chittagong one branch in Khulna one branch in Sylhet one branch in Bogra In the year 1999 Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong)Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group SCB with its 18branches and booths across Bangladesh has employed more than 600 people The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500000new customer and 40 branches in India and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank After acquisition grind lays Bank is a part of Standard Chartered Group The Bank presently has 18 outlets in 5 cities serving over 1 25000 customers in the country The network of SCB Bank in Bangladesh includes

1048713 10 Branches in Dhaka city

1048713 1 Branch in Savar EPZ (recently started with full banking operations)

1048713 1 Branch in Narayanganj

1048713 3 Branches in Chittagong

1048713 1 Branch in Khulna

1048713 1 Branch in SylhetAnd 1 Branch in Bogra

pg 7

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Standard Chartered Bank in Bangladesh

The Chartered Bank started operating in Bangladesh in 1948 opening a branch in Chittagong The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia The Chartered Bank opened another branch in Dhaka in 1966 where it is still headquartered After the merger of the Chartered Bank with the Standard Bank in 1969 the Standard Chartered Bank took up a program of expansion It increasingly invested in people technology and premises as its business grew in relation to the countrys economy In 1993 there was an organizational re-structuring which led to a substantial expansion of the Banks business Today the bank has in total four branches in Dhaka apart from the Chittagong branch including an offshore branch at the Saver Export Processing Zone Bangladesh is under the Middle East and South Asia (MESA) region with the controlling office in Dubai Its correspondent relationship with Sonali Bank the largest bank in Bangladesh gives its customers access to all major centers in the country Standard Chartered Banks worldwide network facilitates convenient connections with foreign trade and remittance business Standard Chartered Bankrsquos branch banking license in Bangladesh allows it to offer a full range of banking Services At present the Bank has ten branches in Dhaka it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver one branch in Narayanganj three branches in Chittagong one branch in Khulna one branch in Sylhet one branch in Bogra In the year 1999 Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong)Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group SCB with its 18branches and booths across Bangladesh has employed more than 600 people The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500000new customer and 40 branches in India and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank After acquisition grind lays Bank is a part of Standard Chartered Group The Bank presently has 18 outlets in 5 cities serving over 1 25000 customers in the country The network of SCB Bank in Bangladesh includes

1048713 10 Branches in Dhaka city

1048713 1 Branch in Savar EPZ (recently started with full banking operations)

1048713 1 Branch in Narayanganj

1048713 3 Branches in Chittagong

1048713 1 Branch in Khulna

1048713 1 Branch in SylhetAnd 1 Branch in Bogra

pg 7

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Chapter-05The Organization Structure

The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across

the country While the full range of services is available at the headquarters other branches offer

specific services appropriate for the location At the headquarters the bank mainly consists of

two divisions

Business

Support

The business division has the following departments

Corporate Banking Group (CBG)

Global Markets (GM)

Institutional Banking Group (IBG)

Consumer Banking (CB)

Custodial Services (CUS)

The Support division provides assistance to the above business activities and consists

following departments

Operations

Finance Administration and Risk Management

Information Technology Center

Human Resource Department

Legal and Compliance

pg 8

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

External Affairs

Credit

All the staff members of Standard Chartered Bank belong to an internal trade union known as

Standard Chartered Bank Employees Union the clauses of which are reviewed and agreed upon

every two years

Strategic HRM Practices of Standard Chartered Bank

People rather the employees are the asset of any organization An organization

whether it is a manufacturing concern or service oriented cannot function without the

active participation of people Standard Chartered is the worldrsquos leading emerging markets bank

It employs 30000 people in over 500 offices in more than 50 countries in the Asia Pacific

Region South Asia the Middle East Africa United Kingdom and America

Human Resource Planning

HR planning is a process which anticipates and maps out the consequences of

business strategy on an organizationrsquos human resources This is reflected in planning of

skill and competence needs as well as total headcounts Every organization needs to be

able to forecast and plan for its future people requirements At Standard Chartered

Bank human resource planning involves forecasting the numbers of people which will

needed by the bank and then working out the best way of obtaining then as and when

they are needed

1 Forecasting Forecasting is the major function of the bankrsquos HR department The

forecasting activities include

Workforce numbers in sufficient detail to be useful

Likely changes to the work of the bank

Work force supply ndash this involves forecasting the variations in the current work

force estimated to occur over the following years

Impact on budgets and funding

pg 9

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

2 Wholsquos responsible for it

Itrsquos easy to shift responsibility and say that personnel and human resource departments

should carry out HR planning but it should be the concern of every manager As the Bank

operates in a dynamic environment where new and advanced practices are frequently

emerging resulting in changing customerrsquos requirements

3 Good Practice Indicators

Standard Chartered Bank makes sure that effective human resource planning process is in

place when 1 Appropriately skilled people are available to be deployed in the Bankrsquos to

meet forecast work demands2 The Bankrsquos structure provides with opportunity for

appropriate career development and is perceived to contribute to effective and efficient

work practices3 Relevant workforce data is readily available to inform management

decision making on human resource issues

4 Standard Chartered Banklsquos Structure

The Bankrsquos structure is the means by which the work is integrated to ensure that the

objectives and activities of individual work teams and departments match the overall

goalsThe structure of the Bank provides scope for the flexible deployment of

people and to promote equity job satisfaction motivation and commitment to goals as

well as providing access to career development

5 Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce

to be considered with the specific requirements for skilled and qualified people to meet

the corporate aims to be kept in mind Workforce statistics and analysis support Bankrsquos

efficiency and effectiveness by providing a firm basis for human resource planning Any

information gathering systems in place should support manages and be responsive

to their needs as well as being easily accessible in the workplace

pg 10

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Training amp Development

Development is critical to our future business success Our bankrsquos performance will only

continue to improve if we develop our people ndashyou To develop our people is to invest in

our future We know you have the motivation to succeed to be good at your job and

progress as far as you can As Standard Chartered training is a partnership between the

employee and the Bank The Bank provides a framework within which the

employee can identify the training and development needs Such training provides a

consistent standard of management learning throughout Standard Chartered It also

enables the employees to take all of the programs or study for individual modules

according to their particular development needs

1 The Initial Two Years

What the employee can expect to experience during initial 2 years training is a blend of

core and discretionary elements such as1 Induction ie the processes that introduces the

new entrant to the bank the employeersquos own business or function and particular

department2 Training in specific products or technical skills3 Work-based assignments

in respective business or function ie doing a job in a particular department for a period

of time4 Cross-functional attachments ndash experiencing short period of time spent in

another business or support function

2 Long Term Training

These are designed in conjunction with top universities and business schools

including postgraduate MBAAccreditation Internal

3OrientationEvery staff member joining Standard Chartered Bank has to attend a 2-day

comprehensive orientation to get a feel about the Bank and its business This

orientation program provides a good chance to meet with seniors amp colleagues and to

build up the team spirit

pg 11

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

4 Product Training

Product training is provided eg cash product training operational training etc to help

the related staff to learn more about the products that the Bank is providing

5 On-job Training

Staff members are continuously involved in the learning process in the form of on-job

training Thus a lot of on-job training opportunities and job rotation to increase staffrsquos

exposure are provided

6 Self-learning

The bank sends out CDs and books to staff for them to study on trade

knowledge credit knowledge etc and staff will decide when heshe will attend the

Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)

7 Management Development Training

In this training program the employees are given strategic perspectives and business

goals management skills people management networking and customer focus abilities to

better understand and manage their jobs

9 Specific Competency Training

Specific Competence Training is to ensure that the staff excels in product knowledge

regulatory and unique techniques needed for the particular position

10 Learning and Development

Standard Chartered recognizes that it is essential that they have the best people

equipped with the right skills and knowledge to perform their roles to the highest

standards They went talented professionals who seek self-development opportunities

including continuing professional development In return the Bank offers excellent

training and development They focus development on where they believe that they will

get the greatest return by developing employeersquos strengths

pg 12

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Recruitment

The Bankrsquos Management Trainee Development Scheme takes place in Karachi where

they recruit management trainees Alternatively candidates can apply to their local cities

It is the aim of management to recruit young bright energetic and enthusiastic graduates

and post graduates

1 Who are they recruiting

Bright young graduate or a postgraduate who cannot wait to start his her career in the

financial services industry

Consistent academic performer throughout hisher education

Career-oriented person4 Energetic ambitious innovative and business-oriented person

2 Recruitment Criteria

Standard Chartered Bank recruits the most talented individuals from the external market

to supplement their internal pipeline of talent Their Human Resources department

provides guidance on the us of psychometric tests and has robust recruitment criteria to

ensure that all candidates are treated fairly equally and with respect It has a global

Graduate Recruitment Program where in the region of 150 graduates are recruited each

year on a management trainee program across all businesses functions and

countries

Selection

Standard they are committed to providing equality of opportunity to all employees

regardless of gender race nationality age disability ethnic origin or marital status

They are committed not just to providing equality of opportunity to all employee

but also identifying what unique strengths each individual brings to the roles they

carry out and the development of these strengths

pg 13

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Employee health well-being and safety

Standard Chartered Bank believes that the health and well-being of their employees

and their families is important They are concerned not only about the physical

health of their employees but also their mental and emotional well- being

Standard Chartered has policies amp practices that provide for a safe and healthy working

environment They place importance on the safety and well-being of their staff

communities and on the effect its working and operational processes have on the

environment They are continually developing policies and practices designed to

maintain the highest appropriate standards

Compensation

At Standard Chartered Bank the compensation package provided to the employees

can be divided into two categories One comprises of the sales personnel who are

compensated on their ability to meet their targets Second is compensating the

executives who are responsible for the overall functions of the Bank

1 Compensating the Sales Force

How the Bank presents itself to its corporate as well as individual customers is

dependent upon the ability of its sales force These are the individuals who take an

active approach is getting the message out about the Bankrsquos products and services How

effectively the sales team markets the Bank and in run how successful it is is

directly related to the sales compensation program The key to a successful sales

compensation program is achieved in three steps

1 Clearly defining sales goals that are realistic but challenging

2 Tracking and measuring performance against goals

3 Rewarding achievement with competitive and motivational compensation Sales

compensation packages typically comprise one or more of the following

components

pg 14

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Base Salary

Periodic incentives tied to short-term goals

Annual Incentives tied to longer-term sales activities

Commission-based incentives

Perquisites to facilitate sales efforts

2 Executive Compensation

The way the Bank pays its top management plays an important role in motivating

the critical performance needed to run it effectively Base salary is not the only

component of the typical executiversquos compensation package Executive compensation

packages typically comprise the following components

Reward amp Recognition

Standard Chartered Bank aims to reward the talented and high performing employees

competitively They regularly conduct salary surveys to ensure that the reward package

remains competitive in the market place They encourage continuous discussion

encourage regular review of employees performance and development This provides

feedback to the staff about how they are doing The management links this to both

financial and non-financial recognition In addition to this the bank provides

various incentives in the form of bonuses to encourage the employees and

motivate them to continue with their high performance These include

1 Spot Award + Rs 5000 as cash prize

2 Surprise Award

3 Best Performer Award

4 Service Quality Award

5 YES (Year of Excellent Services) Award

pg 15

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Quality of Work Life

This means a job that not only is reasonably safe but also for which the pay is equitable At

Standard Chartered Bank every employee in confident of his job security and has the

assurance that he would remain on the job for the agreed period In addition to this the

workload is equitable divided between the employees and therefore they work with

peace of mind and tranquility resulting in the overall enhanced performance of the

employees

Mutual Commitment

Both the employees and the management try to meet the common objectives They

coordinate their activities to ensure that they are heading towards achieving the established goals

and meeting the set targets within the specified time frame

Mutual trust

At Standard Chartered Bank prevails an environment of confidence and mutual trust The

documented employment policies are honestly implemented to the satisfaction of both

management and employees

Job Design

Job design comprises of six components These are

Labor Specialization

The Bank aims at hiring specialized people and their recruiting criteria are based on their

knowledge expertise past working experience and their exposure to the professional fields

Employee wages are set in accordance with the aforesaid recruitment criteria and most of

them are intent with what they earn at Standard Chartered Bank

pg 16

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

2 Job Expansion

The Bank improves the quality of work life by assigning various tasks to the employees so as to

equip them with the different services offered by the Bank Job expansion includes job

enlargement rotation enrichment and empowerment

Psychological Components

For enhancing the skills and abilities of the work force the psychological components of job

design are also catered for by Standard Chartered Bank These psychological components

focus on how to design jobs that meet some minimum psychological requirements of the

employees These components are utilized in accordance with Core Job Characteristics

which suggests that the jobs designated to the various employees in the bank include the

following five aspects

1 Skill Variety

2 Job Identity

3 Job Significance

4 Autonomy

5 Feedback

Self-Directed Teams

A self-directed team is a group of empowered individuals working together to reach a common

goal At Standard Chartered Bank these teams are found in almost every department to

achieve the set targets These teams are an integral part of the personal loans sales and credit

cards department where they are established to achieve both the short-term as well as long term

objectives

pg 17

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Motivation and Incentive Systems

Sometimes the psychological components are not enough for motivating the employees In this

case monetary incentives play a vital role for increasing the commitment of the

employees toward their jobs and in return enabling them to have job satisfaction These

monetary incentives and rewards are given in various forms to the employees who act as a strong

motivational factor These could be given as1 Spot Award + Rs 5000 as cash prize2 Surprise

Award3 Best Performance Award 4 Service Quality Award

Ergonomics

Ergonomics is the study of work It deals with building a good interface between the man and

the machines Keeping this in view the Bank has been designed in such a way so that the

employees are comfortable working there

Performance Management

Traditionally the formal performance appraisal system has been viewed as the primary means

for managing employee performance Performance appraisal is an administrative duty

performed by managers and primarily the responsibility of the HR function Performance

management is the process through which managers ensure that employee activities and outputs

are congruent with the organizationrsquos goals It is central to gaining competitive advantage

Components of Performance Appraisal

At Standard Chartered Bank the components of performance appraisal are in respect of the

five Wrsquos that include Who What Why When and Where of performance appraisal

Who All employees work under the supervision of managers Therefore the manager is the

best person to do performance appraisal of his subordinates What The appraisal at the

organization includes appraisal of current performance as well as the future potential It

also includes evaluation of human traits such as behaviors interaction with other staff members

etc Why It is concerned with creating and maintaining a satisfactory level of performance of

employee in the present job highlighting his needs and potential for personal growth

When It is carried out on yearly basis The manager uses good work as opportunity to

pg 18

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

provide positive thrust and uses poor work as a basis for training Where The

performance appraisal is done in a cordial and friendly environment

Approach of Measuring Performance

The performance of the employees can be determined by making an overall comparison among

individuallsquos performance Hence a performance measurement system is developed that

incorporates a tool for measuring performance

Appraising Employee Performance

Individual Performance Management

A longstanding question that Standard Chartered Bank and many other organization are

still grappling with is whether and how to reward good performance(or conversely how

to deal with persistent poor performers) One approach used by the bank is to make salary

increments or progression on the pay scale conditional on good performance

Performance Management At Senior Levels

Typically performance management systems for senior officials include elements

additional to performance-pay such as time-limited contractual appointments The Bank has

adopted this approach Key features of its system include the following

1 Senior officials are recruited to a unified career structure known as Grade A which

incorporates most top-level positions

2 On the basis of evaluation the senior position employees are paid a performance

bonus

Linking Performance to Promotions

Some have argued tying career advancement to performance is more important than

linking performance and pay Whereas the benefits of pay for performance are uncertain

particularly in the lower echelons there is no doubt of the need to ensure that the best

people rise to management level

pg 19

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Chapter-06

Process of Employee Testing

What is Employee Testing

Employment testing is the practice of administering written oral or other tests as a means of determining the suitability or desirability of a job applicant The premise is that if scores on a test correlate with job performance then it is economically useful for the employer to select employees based on scores from that test

We can say it different voice- A test can be defined two different ways From an assessment standpoint a test is a standardized series of problems or questions that assess a personrsquos knowledge skills abilities or other characteristics From a legal standpoint in the US the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision Thus a tool could be a test under one definition but not under the other (resume reviews are a test from a US legal standpoint but are typically not standardized in such a way as to be considered a test by most people involved in assessment) In this document when we refer to employment testing we mean standardized tools used in hiring promotion demotion membership referral retention and licensing and certification decisions

Types of testing that are Using By Standard Chartered Bank

There are lots of ways are available for employee testing and selection We are discussing about some techniques

1 Biographical Data

The content of biographical data instruments varies widely and may include such areas as leadership teamwork skills specific job knowledge and specific skills (eg knowledge of certain software specific mechanical tool use) interpersonal skills extraversion creativity etc Biographical data typically uses questions about education training work experience and interests to predict success on the job Some biographical data instruments also ask about an individualrsquos attitudes personal assessments of skills and personality

2 Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly logic reasoning reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs Cognitive ability tests assess a personrsquos aptitude or potential

pg 20

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet

3 Integrity Tests

Integrity tests assess attitudes and experiences related to a personrsquos honesty dependability trustworthiness reliability and pro-social behavior These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas Integrity tests are used to identify individuals who are likely to engage in inappropriate dishonest and antisocial behavior at work

4 Interviews Test

Interviews vary greatly in their content but are often used to assess such things as interpersonal skills communication skills and teamwork skills and can be used to assess job knowledge Well-designed interviews typically use a standard set of questions to evaluate knowledge skills abilities and other qualities required for the job The interview is the most commonly used type of test Employers generally conduct interviews either face-to-face or by phone (For more information on this topic see the article entitled Effective Employee Interviews)

5 Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions Examples of job knowledge tests include tests of basic accounting principles A+Net+ programming and blueprint reading

6 Personality Tests

Some commonly measured personality traits in work settings are extraversion conscientiousness openness to new experiences optimism agreeableness service orientation stress tolerance emotional stability and initiative or proclivity Personality tests typically measure traits related to behavior at work interpersonal interactions and satisfaction with different aspects of work Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings

pg 21

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

7 Physical Ability Tests

Physical ability tests typically use tasks or exercises that require physical ability to perform These tests typically measure physical attributes and capabilities such as strength balance and speed

8 Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge but can also access more general skills such as organizational skill analytic skills and interpersonal skills Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence For example work samples might involve installing a telephone line creating a document in Word or tuning an engine (For more information on this topic see the article entitled Work Samples and Simulations)

9 Psychological Test

A psychological test is an instrument designed to measure unobserved constructs also known as latent variables Psychological tests are typically but not necessarily a series of tasks or problems that the respondent has to solve Psychological tests can strongly resemble questionnaires which are also designed to measure unobserved constructs but differ in that psychological tests ask for a respondents maximum performance whereas a questionnaire asks for the respondents typical performance A useful psychological test must be both valid (ie there is evidence to support the specified interpretation of the test results and reliable (ie internally consistent or give consistent results over time across raters etc)

It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly For example an item on a mathematics test could be In a soccer match two players get a red card how many players are left in the end however this item also requires knowledge of soccer to be answered correctly not just mathematical ability Group membership can also influence the chance of correctly answering items (differential item functioning) Often tests are constructed for a specific population and this should be taken into account when administering tests If a test is invariant to some group difference (eg gender) in one population (eg England) it does not automatically mean that it is also invariant in another population

pg 22

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

10 Projective tests (Free response measures)

Projective tests allow for a freer type of response An example of this would be the Rorschach test in which a person states what each of ten ink blots might be

Projective testing became a growth industry in the first half of the 1900s with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial

As improved sampling and statistical methods developed much controversy regarding the utility and validity of projective testing has occurred The use of clinical judgment rather than norms and statistics to evaluate peoples characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person) However many practitioners continue to rely on projective testing and some testing experts (eg Cohen Anastasias) suggest that these measures can be useful in developing therapeutic rapport They may also be useful in creating inferences to follow-up with other methods The most widely used scoring system for the Rorschach is the Exert system of scoring Another common projective test is the Thematic Apperception Test (TAT) which is often scored with Westernrsquos Social Cognition and Object Relations Scales and Phoebe Cramers Defense Mechanisms Manual Both rating scale and free response measures are used in contemporary clinical practice with a trend toward the former

Establishing an Effective Employee Testing Program by Standard Chartered Bank

There are many elements to establishing a testing program This section outlines some of the more important elements While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program following legal and professional guidelines increases the probability of a successful defense Many of these steps may require the services of a professional with training in test development and evaluation in employment settings

1 Identify jobs where testing might be helpful The use of testing should be dependent on a careful analysis of the costs and benefits Testing is often beneficial when there are high volumes of individuals to make decisions about when there is high turnover or when the consequences of making a poor decision are potentially very negative Managers should take time to carefully consider what the problem is before concluding testing is the solution One of the biggest errors managers make is assuming their problem is a decision-making one when in fact the problem is caused by poor training poor supervision or poor compensation Once the manager defines the problem heshe with the help of a professional can determine if a test will help or not Another consideration is assessing the size of the

pg 23

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

problem If an organization makes decisions about only a few people a year testing may not be cost effective depending on the costs of poor performance turnover and other negative decision outcomes for those few instances As noted earlier testing can be helpful for improving employee performance decreasing turnover and decreasing costs associated with negative employee behaviors (eg theft sabotage) a careful analysis will indicate whether testing is the right solution for a given situation

2 Define job and organizational requirements clearly completely and accurately A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are Employers should gather systematic information on what are the knowledge skills abilities and other characteristics required for a given position (or entrance to a training program) and which are the most important to success Not all key requirements will be easy to measure or should all be measured via testing however employers should ensure that any requirements that are assessed are important ones In addition to job requirements employers may go even further to define requirements as related to the organizations values and purpose

3 Determine whether testing is useful for evaluating requirements Review the key job requirements and determine the best means of assessing these This determination will be based on whether a requirement can easily be evaluated by a test whether a test exists or must be developed for a requirement whether a cost effective means of evaluation is available whether available tests have demonstrated effectiveness and other factors (see section on Information to Obtain When Creating or Purchasing a Test) This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes

4 Select or develop a test (for more information about this topic see the article entitled Information to obtain when creating or purchasing an Employment Test) Obtain the names of test publishers and products from professional colleagues or employee testing professionals Before purchasing a test ask for information regarding the reliability and validity of the test Reliability refers to the consistency of test results Validity refers to whether the inferences made on the basis of a test score are correct Also ask for information on the development of the test and for information about the comparability of test results for different demographic groups Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information others may attempt to pass off weak or inappropriate research and

pg 24

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

analyses as evidence of reliability and validity Once again competent professional evaluations of testing information can be helpful

Rather than purchasing a test employers may choose to develop their own test This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (eg using organization specific and job specific language in the test assessing a requirement for which tests are not currently available integrating with an existing testing system) Once again the involvement of a professional industrial-organizational psychologist would be important to good test development

5 Implement the test Make sure that the people who administer score and evaluate test results are appropriately trained Depending on the type of test such training might include issues related to standardizing administration conditions scoring protocols detecting cheating what a score means how to use test scores in decision-making how to avoid rater biases and many other things Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement and is a necessity if one wishes to evaluate the effectiveness of the testing program

Testing procedures should be consistent for all individuals for which the test is being used Policies should be developed and articulated regarding issues such as proper administration conditions retesting intervals eligibility for testing access to test scores and other implementation issues

Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions careful thought should go into how test results are used For example test scores might be used in a passfail manner or combined with other information Test results might be used to set up score ranges indicating likelihood of individual success on the job Once again professional consultation can ensure that test results are used in the most effective manner

6 Evaluate the testing program When possible employers should attempt to gather information to evaluate the effectiveness of the testing program This may be difficult to do with any accuracy if the test is used with only small numbers of individuals the test is used in a highly restrictive manner (ie few individuals obtain a positive decision outcome after testing) or the outcome desired from testing is not easy to assess in a short time period Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test

pg 25

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Chapter-07

Process of Employee Selection

The selection process consists of various steps At each stage facts may come to light which may lead to rejection of the applicant Steps involved in the selection are -application

Preliminary interview - Initial screening is done to weed out totally undesirableunqualified candidates at the outset It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization

Application blank - Application form is a traditional and widely used device for collecting information from candidates The application form should provide all the information relevant to selection Selection test - Psychological are being increasingly used in employee selection A test is sample of some aspects of an individualrsquos attitude behavior and performance It also provides systematic basis fro comparing the behavior performance

Employment interview - An interview is a conversation between two persons In selection it involves a personal observational and face to face appraisal of candidates for employment

Medical examination - Applicants who have crossed the above stages are sent for a physical examination either to the companyrsquos physician or to a medical officer approved for the purpose

Reference checks - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well

Final approval - The short listed candidates by the department are finally approved by the executives of the concerned department Employment is offered in the form of appointment letter mentioning the post the rank the grade the date by which the candidate should join and other terms and conditions in brief

pg 26

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Chapter-8

SCB is a multinational organization The major portion of the entire staff strength of the

company will fall under the jurisdiction of the rules and policies There are some

recommendations against the findings of the analysis are given below

1 In order to successfully conduct the performance measurement process Standard

Chartered Grind lays Bank should formulate effective internal and external communication

mechanism

2 Performance measurement system must provide intelligence for decision makers rather

than just compiling data

3 Accountability for results must be clearly defined and well understood

4 Maximum organization select their relative for some selected position it should be removed

5 All people are not expert so they have to decrease the experience level when they give ad on

newspaper It will be easy to get new employee

6 Everything should be clear in their advertisement Such as salary extra facilities duties etc

7 IQ test can be removed Because it never shows exactly 100 percent result Sometime we see that

few peoplersquos IQ is not good but they are well in job

8 Feedback on the evaluation should be provided to the employees so that they can improve

their performance

pg 27

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Conclusion

As Standard Chartered Bank is a company that is increasing its business over the country day by

day There are a lot of employee rules and policies that needs to be set right for the staff SCBrsquos

main purpose is to satisfy its customer To serve the customer better it is required to achieve its

employeersquos satisfaction first Henceforth with the recommendations as mentioned in the earlier

chapter SCB employee rules and policies may be developed for the benefit for the employees

The firmrsquos method of detecting the demand of the firm greatly depends on the existing circumstances and

to its goals Thus every case tells that the data collection is important and the use of the data in predicting

the demand for the future and to its product In doing so it is important to adopt the statistical techniques

so that the information can be quantified and that is the use of the regression analysis all customer are

satisfied so SCB are satisfied So their main purpose is customer satisfaction Thatrsquos all

Sources

wwwstandardcharterdbankbd

Different types of Leaflets of SCB product

pg 28

Special Thanks

MD Momenul Islam Sohel (Senior Officer) Standard Chartered Bank

Chapter | 10 | Conclusion

In using the different approaches and technique of estimating the demand it had been noted that every

method has their respective strengths as well as weaknesses This implies that the decision maker is the

one that decide on which is the most appropriate and the most significant to the needs of the firm

These choices can only make and chosen depending on the amount of price that the company can

afford It simply implies that if the firm has only small budget then it is important to use also the

method which uses small budget as the sales opinion On the other hand if the firm can afford the

budget then it is better for it to use the direct market experiment through it can also face the risks as the

trade off of the expenditure Generally the cost higher cost for the firm and the product failure it is

likely to conducting the market research before the launching This means that the firm defect finding

cost after its launch can be important in terms of the loss of the sales and its reputation This signifies

that greater risk will spend much in the market research More than one of the techniques can be use in

generating the information in this case For the established product the firm can use the market survey

that will keep them up to date in their consumers in thinking their product The opinion of eth sales and

the opinions can give a wider view on the trends of the market The firmrsquos method of detecting the

demand of the firm greatly depends on the existing circumstances and to its goals Thus every case tells

that the data collection is important and the use of the data in predicting the demand for the future and

to its product In doing so it is important to adopt the statistical techniques so that the information can

be quantified and that is the use of the regression analysis

pg 29

• Scope
• Background of the Bank
• STANDARD CHARTERED BANK AN OVERVIEW
• HISTORY OF STANDARD CHARTERED BANK IN BRIEF
• • 10 Projective tests (Free response measures)
  • • Establishing an Effective Employee Testing Program by Standard Chartered Bank