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Askari bank project

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Recruitment & Selection Project at SZABIST

Recruitment & Selection Project at SZABIST

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Askari bank project Askari bank project Presentation Transcript

  • SZABIST
  •  Incorporated in Pakistan on 9th October, 1991  Network of 235 branches/ sub-branches, including 31 dedicated Islamic banking branches and 4,401 online ATMs  Total assets of Rs, 314.7 billion, with 885,764 banking customers, serviced by our 6,442 employees  Askari Investment Management Limited and Askari Securities Limited are subsidiaries of Askari BankSZABIST
  • SZABIST View slide
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  • SZABIST
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  •  OUR CUSTOMERS  Knowing our customers and their needs is the key to our business success. Our products and services are as diverse as our market segments. Our client relationship managers are well equipped and well trained to provide the most efficient and personalized service to the customers. Passionat A Exemplary Caring for Dedication e about distinctive complianc our towards ourOUR INVESTORSinvestmen e, people social customers t, governess and developme  We believe that the bottom line of any business is creating shareholder value. To gain their trust and success confidence, we believe in providing our investors timely, regularhelping delivering and and reliable information on our and nt activities, structure, financial situation and performance. and outstandin business them to improveme delighting g ethics grow nt in them REGULATORS OUR performan quality of quality of firmly believe in regulatory discipline and harmony of our corporate objectives with regulatory framework. We ce, return life Our business methodologies are designed to ensure compliance with the directives of all our regulators. our and value serviceSZABIST
  • Our Employees  We strongly believe that the interests of the Bank and the employees are inseparable. At Askari we try to create a we culture where there is mutual trust and respect for each other. Our Communities  We fully recognize our corporate social responsibility and our contributions to different area of social sector aimed to help improve the quality of life in our country.SZABIST
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  •  HR Philosophy- Transforming Human Capital into Competitive Advantage  How Bank Operates- Grading Structure  Alignment of HR strategy with Organizational goalsSZABIST
  •  Recruitment and selection  Compensation and benefits  Performance planning  Training and development  Severance/End of serviceSZABIST
  •  Regular Employment  Probationer Employment  Contractual Employment  Temporary Workers  Casual Workers Bank uses “People Soft” HRIS for effectiveSZABIST management of its HR
  •  HR Budjet  Volume Analysis  Transfers  Annual Expansion Plan  Forecasting Employee DemandSZABIST
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  •  Internal Recruitment  External Recruitment  Referrals  Entry-level Recruitment  On-line Job Application System Usually don’t go for “Out-sourcing”SZABIST
  •  Routine Hiring  Technical/Support Staff  Junior Officers  Management Trainee OfficersSZABIST
  •  For senior management employees – referrals are taken  For middle managers, the jobs are advertised or out-sourcedSZABIST
  •  Identified Position  Job Design  Duties and Responsibilities  Volume of Job  Work Load Job specification : KSA’SSZABIST
  •  The job specification for ASKARI bank employees includes the minimum qualification, special training requirement and experience  It is mentioned for every type of job that is to be advertised especially the MTO’sSZABIST
  •  Newspapers  WebsiteSZABIST
  •  Apply Online  Entry Test  First Interview  Second Interview  Panel Interview  Background InvestigationSZABIST
  •  Orientation  To make the employees comfortable  To get along with the workers  To learn them new culture of the organizationSZABIST
  •  Orientation of new employees  First phase  Second phase  Third phase  PlacementSZABIST
  •  Approaches to HR audit  Comparison Approach  Outside Authority  Approach Statistical  Approach Compliance Approach  MBO ApproachSZABIST
  •  Tools for HR audit  Interviews Surveys/ Questionnaires  Historical Analysis Grievance Audit Compensation AuditSZABIST
  •  Annual Performance Form  Newly Introduced Form PMS is MBOSZABIST
  •  Training & Development - Investment in their assets  Training modes  Classroom training  Video cases  On the Job TrainingSZABIST
  •  Improvement of Soft Skills  Improvement of technical skills  Future Prospects of Training  Train the traineesSZABIST
  •  House Rent Allowance  Medical Allowance  Fueling Allowance  LFA- Leave for assistance  End of Service Benefit  GradateSZABIST
  •  Leaves  Casual Leaves  Privilege Leaves  Medical Leaves  Paid leaves  Eddat Leaves  Hajj Leave  Extraordinary LeaveSZABIST
  •  Notice Period  Exit Interview Form  Exit InterviewSZABIST
  • SZABIST
  •  Decisions are not inline with the polices of the bank  Recruitment polices and procedures are not been followed in true letter head spirit  Favoritism and nepotism is a common feature in recruitment  Importance is not given to placement of employees  Retaining of employee, in competitive banking environment  Job advertisement does not contain job descriptionSZABIST
  •  Human resources are the lifeblood/asset of the organization. Favoritism and nepotism may be discouraged in order to promote the culture of justice/EEO  Placement of the employees may be on their qualification/ experience  Job description made part of advertisement in order to avoid bad selections  Bank polices regarding recruiting may be followed in letter head spiritSZABIST
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