The main objective of this paper is to analyze the Human Resource Management practices used by Sonali Bank Ltd., a public company. One of the top-performing and fastest-growing banks in Bangladesh is SBL. In the first chapter of this report, I discussed the background of the report, the objectives of the report, the scope of the report, the methodology of the study, and the limitations of the report. In Chapter Two, I discussed the history of Sonali Bank Limited, which was the largest commercial bank in East Pakistan at the time. After Bangladesh was liberated in 1971, this bank merged with two smaller banks, Premier Bank and Bank of Bahawalpur, to establish Sonali Bank. The bank was nationalized in 1972 by Government Order P.O.26. On November 15, 2007, this bank was converted into a Public Limited Company with 100% government ownership and began operations as Sonali Bank Limited.Sonali Bank Limited is now Bangladesh's largest nationalized commercial bank.This chapter discusses Sonali Bank Limited's company profile, mission, vision, and organizational structure. I presented a literature review in Chapter three that included the following topics: Definition of Human Resource Management, Functions of Human Resource Management, Basic knowledge and concepts concerning recruitment and selection, Training and Development, Performance Appraisal and Compensation. In Chapter Four, I explored the direct implementation of HRM functions in Sonali Bank Limited, including the bank's Human Resource Practices for Recruitment and Selection, Training and Development, Performance Appraisal, and Compensation Policy. I addressed the SWOT analysis and findings from the previous chapter's analysis of the HRM Practice at Sonali Bank Limited in Chapter Five. At Chapter Six, I provided some suggestions for better HRM function utilization and provided a conclusion of this report. I listed all of the book references, the journals I used to prepare this report, and the websites from which I collected secondary data in Chapter Seven. During my internship at Sonali Bank Limited, I analyzed several data sets and came up with some recommendations for the bank.

1. Internship Report
On
Human Resource Management Practices at Sonali Bank Limited
Supervised by
Muhammad Abdul Baset
Associate Professor
Department of Management Studies
Faculty of Business Studies
Jahangirnagar University
Submitted by
Name: BIVOR DAY SARKAR
ID: 20202052
Reg no: 3200
Major: Human Resource Management
Batch: 27
Program: EMBA
Faculty of Business Studies
Date of submission:24th September 2022

2. Page | ii
Letter of Transmittal
Date:24/09/2022
To
Mr. Muhammad Abdul Baset
Associate Professor
Department of Management Studies
Jahangirnagar University
Subject: Submission of an Internship Report on Human Resource Management
Practices at Sonali Bank Limited.
Dear Sir
Here is my internship report entitled on Human Resource Management Practices
at Sonali Bank Limited. As a requirement for the EMBA program, you gave me
the task of creating this report. I made an effort to follow to the guidelines issued
when creating this report.
This report will help me in learning about Sonali Bank Limited current HRM
practices. I attempted to acquire accurate data about this subject.
I truly hope that this report meets your expectations. If any clarity is requested, I
will gladly provide it.
Your sincerely
Name: BIVOR DAY SARKAR
ID: 20202052
Reg no: 3200
Major: Human Resource Management
Batch: 27

3. Page | iii
Acknowledgement
I would like to take this opportunity to thank my mentor Mr. Muhammad Abdul
Baset, Associate Professor, Department of Management Studies,
Jahangirnagar University, for his guidance, direction, and enlightenment over
the course of this internship. The occasional favor, help, and guidance she
provided will go a long way in assisting me on the upcoming journey through life.
I would also want to extend my sincere gratitude to Bank adviser Mr. Joy Sen
Shuvro for his amiable assistance, useful guidance, and knowledge that helped
me complete this assignment across its various stages. I owe Sonali Bank Ltd.
employees my gratitude for the insightful knowledge they shared about their
specialized fields. They worked with me well during my internship, and I respect
that.
In end, I express my gratitude to God, as well as to my parents, siblings, and
friends for their unwavering support, without which I could not have completed
this internship report.

4. Page | iv
EXECUTIVE SUMMARY
The main objective of this paper is to analyze the Human Resource Management
practices used by Sonali Bank Ltd., a public company. One of the top-performing
and fastest-growing banks in Bangladesh is SBL.
In the first chapter of this report, I discussed the background of the report, the
objectives of the report, the scope of the report, the methodology of the study, and
the limitations of the report.
In Chapter Two, I discussed the history of Sonali Bank Limited, which was the
largest commercial bank in East Pakistan at the time. After Bangladesh was
liberated in 1971, this bank merged with two smaller banks, Premier Bank and
Bank of Bahawalpur, to establish Sonali Bank. The bank was nationalized in 1972
by Government Order P.O.26. On November 15, 2007, this bank was converted
into a Public Limited Company with 100% government ownership and began
operations as Sonali Bank Limited.Sonali Bank Limited is now Bangladesh's
largest nationalized commercial bank.This chapter discusses Sonali Bank
Limited's company profile, mission, vision, and organizational structure.
I presented a literature review in Chapter three that included the following topics:
Definition of Human Resource Management, Functions of Human Resource
Management, Basic knowledge and concepts concerning recruitment and
selection, Training and Development, Performance Appraisal and Compensation.

5. Page | v
In Chapter Four, I explored the direct implementation of HRM functions in Sonali
Bank Limited, including the bank's Human Resource Practices for Recruitment
and Selection, Training and Development, Performance Appraisal, and
Compensation Policy.
I addressed the SWOT analysis and findings from the previous chapter's analysis
of the HRM Practice at Sonali Bank Limited in Chapter Five.
At Chapter Six, I provided some suggestions for better HRM function utilization
and provided a conclusion of this report.
I listed all of the book references, the journals I used to prepare this report, and
the websites from which I collected secondary data in Chapter Seven.
During my internship at Sonali Bank Limited, I analyzed several data sets and
came up with some recommendations for the bank.

6. Page | vi
Table of Contents
Letter of Transmittal……………………………………………..…………………ii
Acknowledgement……………………………………………………………..iii
Executive Summary…………………………………………………………...iv
Table of Contents……………………………………………………………...vi
CHAPTER-1 Introduction ...................................................................................1
1.1 Background of the Study................................................................................2
1.2 Objectives of the Report ................................................................................2
1.3 Scope of the Report........................................................................................3
1.4 Methodology of the Report ............................................................................3
1.5 Limitations of the Report ...............................................................................4
CHAPTER-2 Overview of Sonali Bank Limited.............................................................5
2.1 Overview of Sonali Bank Limited..................................................................6
2.2 Branches of Sonali Bank Limited...................................................................6
2.3 Corporate profile of Sonali Bank Limited ......................................................7
2.4 Core business of Sonali Bank Limited............................................................8
2.5 Product/Service Schemes...............................................................................8
2.6 Payment.........................................................................................................9
2.7 Sale and Purchase ..........................................................................................9
2.8 Mission of Sonali Bank Limited.....................................................................9
2.9 Vision of Sonali Bank Limited..................................................................... 10
2.10 Slogan of Sonali Bank Limited .................................................................. 10
2.11 Value of Sonali Bank Limited.................................................................... 10
2.12 Organization Structure of Sonali Bank Limited.......................................... 11
CHAPTER-3 Theoretical Aspects...................................................................... 12
3.1 Definition of Human Resource Management................................................ 13

7. Page | vii
3.2 Functions of Human Resource Management ................................................ 14
3.3 Recruitment .................................................................................................16
3.4 Sources of Recruitment................................................................................ 17
3.4.1 Internal Recruitment sources:............................................................. 17
3.4.2 External Recruiting Sources............................................................... 18
3.5 Factors that Affecting Recruitment .............................................................. 20
3.6 Process of Recruitment ................................................................................ 21
3.7 Selection...................................................................................................... 21
3.8 Process of Selection..................................................................................... 22
3.9 Differences between Recruitment and Selection (SpriggHR, 2022).............. 24
3.10 Training and Development......................................................................... 24
3.11 Training need assessment process .............................................................. 25
3.12 Methods of Training Programs................................................................... 26
3.12.1 On The Job Training: ....................................................................... 27
3.12.2 Off The Job Training: ...................................................................... 28
3.13 Performance appraisal................................................................................ 29
3.14 Uses of Performance appraisal ................................................................... 30
3.15 Process of Performance Appraisal.............................................................. 31
3.16 Performance appraisal methods.................................................................. 33
3.17 Performance Appraisal errors..................................................................... 35
3.18 Compensation............................................................................................ 37
3.17 Objectives of Compensation ...................................................................... 37
3.18 Components of Compensation ................................................................... 38
CHAPTER-4 HRM Practice in Sonali Bank Limited ......................................... 40
4.1 Recruitment and Selection Procedure of Sonali Bank Limited...................... 41

8. Page | viii
4.2 Factors Affecting Recruitment of SBL......................................................... 41
4.3 Types of Recruitment................................................................................... 42
4.4 Recruitment Sources and Methods............................................................... 42
4.5 Recruitment Process of Sonali Bank Limited ............................................... 43
4.6 Selection Process of Sonali Bank Limited .................................................... 46
4.7 Training methods used in Sonali Bank Limited............................................ 48
4.7.1 On the job training process.................................................................48
4.7.2 Off the job training process................................................................ 49
4.8 Training Need Assessment process of Sonali Bank Limited ......................... 49
4.9 The Training and Research Academy of Sonali Bank Limited...................... 50
4.10 Training Course of SBL and Their Duration............................................... 51
4.11 Various facilities provided by Sonali Bank Training institutes: .................. 51
4.12 Performance Appraisal Practices in Sonali Bank Limited........................... 52
4.13 Performance Appraisal Methods of Sonali Bank Practices ......................... 53
4.14 Rewarding the productive employees of Sonali Bank Limited.................... 53
4.15 Compensation Policy of Sonali Bank Limited ............................................ 54
4.16 Compensation/Benefits of Sonali Bank Employees .................................... 55
CHAPTER-5 SWOT Analysis and Findings...................................................... 56
5.1 SWOT Analysis of Sonali Bank Limited HRM Practices ............................. 57
5.2 Findings....................................................................................................... 59
CHAPTER-6 Recommendations and Conclusion............................................... 60
6.1 Recommendations........................................................................................ 61
6.2 Conclusion................................................................................................... 62
CHAPTER-7 Bibliography................................................................................ 64
7.1 Bibliography................................................................................................ 65

9. Page | 1
CHAPTER-1
Introduction

10. Page | 2
1.1 Background of the Study
The internship is a core part of the EMBA program's final semester. This helps in
our learning via experience and helps us get practical knowledge. It guarantees
that participants will obtain real-world experience. Typically, a strong component
to apply the academic knowledge in a real-world professional setting. The largest
state-owned bank in Bangladesh, Sonali Bank Ltd., has allowed me to submit a
report to Jahingirnagar University. This report's main goal is to give readers an
insight of how Sonali Bank Ltd. uses human resources management. I received a
great deal of assistance from my internship supervisor, Muhammad Abdul Baset,
in my efforts to prepare an acceptable internship report.
1.2 Objectives of the Report
Broad Objectives
 To fulfill the necessity of the internship program under EMBA program
 To express practical experience within the work field
 To gather some problem-solving and decision-making abilities by completing
some practical work and dealing with certain real-life situations inside the
bank
Specific Objectives
 To gather information about recruitment process, training and selection of
this bank.
 To know more about compensation framework sonali bank limited
 To provide an overall idea about the performance of Sonali Bank Limited

11. Page | 3
 To give some idea about its management and organization structure
 To identify major strengths and weaknesses of Sonali Bank limited Human
Resources management practices
1.3 Scope of the Report
The activities of HR are very vital and important for an organization. To maintain
the same rate of progress with the zestful business world companies should focus
of their human resource and find newer perspectives for possible upgrade of
representatives. SBL is famous benefit oriented bank in Bangladesh. To maintain
the same rate of progress with the new features of business world the bank
attempt to pick up its objective with a progressive workforce. HRM helps to
create a flowless and dynamic workforce in case executed in an capable way. This
study is arranged to provide us an outline of HRM practice of SBL that point to
bring around a noteworthy change to its personnel. My supervisor has proposed
working within the HRM section.
1.4 Methodology of the Report
In order to making this report, Secondary source of information and data have
been utilized widely the “Secondary Sources” is as follows
 Practical work involvement
 Data from the HR personnel

12. Page | 4
 Annual Report of SBL
 Various books, articles, and compilations act. Regarding routine banking
activities.
 Different circular sent by Head Office of SBL and Bangladesh Bank
1.5 Limitations of the Report
The limitations of this report given below
 The organization only provides limited access to current data.
 Due to some legal commitment and business concern Sonali Bank Limited is
hesitant to supply information.
 The employees were exceptionally busy so it made boundary for information
collections.
 My internship's overall time was not long enough to provide a
comprehensive understanding of how the various departments operate.

13. Page | 5
CHAPTER-2
Overview
of
Sonali Bank Limited

14. Page | 6
2.1 Overview of Sonali Bank Limited
Sonali Bank Limited is the greatest popular State-owned profit-oriented
bank in Bangladesh. It was established surveillance of Bangladesh
Banks(Nationalization) Order-1972, President’s command No.26, 1972
comprising of National Bank of Pakistan, Bank of Bahawalpur Bank
and Premier Bank. Sonali Bank Limited was listed as a Public Limited
Company in Companies Act, 1994 on June 03, 2007 with the Joint
Stock Companies and Firms for administrative productivity and
creating banks benefit. Bangladesh Bank appeared Banking License on
June 5, 2007 under the Bank Company Act. 1991. Sonali Bank Limited
claimed the business of Sonali Bank on November 15. 2007 with all its
properties, liabilities, strengths, rights, potential, competence,
borrowing and commitments as a growing agitate under a Vendors
Agreement manifested between the Government of the People’s
Republic of Bangladesh and the Sonali Bank Limited.
2.2 Branches of Sonali Bank Limited
Sonali Bank(Sonali Bank Limited, n.d.) contains a total of 1229
branches, 500 are located in urban areas, 727 in rural areas, number of
GM offices are 15, number of principal offices are 66 and two located
in overseas. It also operates the Sonali Exchange Company Inc. In USA
and Sonali Bank (UK) Ltd. United Kingdom, to facilitate foreign
exchange remittances. Sonali Bank UK remits up to 14 destinations
across Bangladesh directly. There are currently three branches in UK,

15. Page | 7
one located in Brick 6 Bevis marks, London another in 29-33 Osborn
Street, London and last one in Birmingham.
2.3 Corporate profile of Sonali Bank Limited
Name of the Company : Sonali Bank Limited
Chairman : Mr. Ziaul Hasan Siddiqui
CEO & Managing Director : Md. Ataur Rahman Prodhan
Company Secretary : Mr. Tauhidul Islam
Legal Status : Public Limited Company
Date of Incorporation : 03rd June, 2007
Date of Vendor’s Agreement : 15th November, 2007
Headquarters : 44 Motijheel Commercial Areas,
Dhaka, Bangladesh
Authorized Capital : Taka 6000.00 Crore
Paid-up Capital : Taka 4530.00 Crore
Employees : 18,115
Number of Branches :1229
Phone-pabx : 9550426-31, 33, 34, 9552924
Fax : 88 02-9561410, 9552007
SWIFT : BSONBDDH
Website : www.sonalibank.com.bd
E-mail : info@sonalibank.com.bd

16. Page | 8
2.4 Core business of Sonali Bank Limited
 Corporate Banking
 Project Finance
 SME Finance
 Consumer Credit
 International Trade
 Loan Syndication
 Foreign Exchange
 Government Treasury Function
 Remittance
2.5 Product/Service Schemes
Sonali Bank Limited offers different special services with its network
of branch throughout the nation in an expansion to its normal banking
operations.
 Gas Bills
 Electricity Bills
 Telephone Bills
 Water Bills
 Municipal Holding Tax
 Source Tax and Vat

17. Page | 9
2.6 Payment
 Pension of employees of Government and other Corporate Bodies.
Bangladesh Bank employees Pension.
 Army Pension
 Student Stipend/Scholarship
 Govt. and Non-Govt. teachers salary
 TT payment section
 DD issue and payment
2.7 Sale and Purchase
 Savings certificates
 Prize Bonds
 Lottery tickets of Govt. and Semi-Govt.
2.8 Mission of Sonali Bank Limited
Dedicated to extend a whole range of quality product and service that
support divergent needs of people aiming at enriching their lives,
creating value for the stakeholders and contributing towards socio-
economic development of the country.

18. Page | 10
2.9 Vision of Sonali Bank Limited
Socially committed leading banking institution with global presence.
This banking vision and opportunity situated in everywhere we
established and goal this process in opportunity purpose.
2.10 Slogan of Sonali Bank Limited
Your trusted partner in innovating banking.
2.11 Value of Sonali Bank Limited
 Trustworthy
 Dependable
 Reliable
 Professional
 Secure

19. Page | 11
2.12 Organization Structure of Sonali Bank Limited
Source: (Organogram.doc, 2020)

20. Page | 12
CHAPTER-3
Theoretical
Aspects

21. Page | 13
3.1 Definition of Human Resource Management
Presently a day the process of hiring and developing employees become vital part
in any organization. Human Resource Management includes regulating job
analysis arranging work force needs recruiting the correct individuals for the job,
orientation, training and development, managing wages and salaries, providing
benefits and incentives, evaluating performance.
According to R.W.Griffin (Griffin, 2016),
“Human resource management is the set of organizational activities directed at
attracting, developing and maintaining an effective workforce.”
According to Gary Dessler (Dessler, 2019),
“Human resource management refers to the policies and practices one needs to
carry out the people or human resource aspect of management position including
recruiting, screening, training, rewarding and appraising”
According to Edward L.Gubman (Gubnam, 2018),
“The basic mission of human resources will always be to acquire, develop and
retain talent: align the workforce with the business and be an excellent contributor
to the business. Those three challenges will never change”
As we can say that human resource management is the method of hiring,
developing, motivating and maintenance of the individuals those are working
within the organization.

22. Page | 14
3.2 Functions of Human Resource Management
An effectively and accurately sweep HR division can support company with
arrangement and the capability to fulfill changing business requirements running
company most important plot to its work strengths. There are different HR sectors
or divisions, but HR Peoples in each subject may execute several functions
(Vulpen, 2019). These are-
Source: (Vulpen, 2019)
In an organization without a committed HR department, it’s not possible to
accomplish the finest level of adeptness employee management subcontracting
HR outcomes. These roles are described here below
 Recruitment and Selection: The efficiency of recruiters and employment
experts is measured by the number of people hired by the HR Department and
the time it will take to fill those positions.
Human Resource Management
Recruitment
and
Selection
Administrat
ion
Training
and
Development
Performance
Management
Talent
Management
Succession
Management
Labor
Relation
HR
Planning

23. Page | 15
 Administration: Every successful organization now considers management
of administration to be a important component, and they play a major role in
ensuring that business operate smoothly.
 Training and Development: Employers are required to give employees the
tools they need to perform at their highest level, which broadly involves new
hires thorough orientation training to help them adapt to a dynamic
managerial value. Many HR departments offer opportunities for professional
development and leadership training. Directors executives who have just been
hired and newly promoted are also given leadership training.
 Performance Management: Performance management is a process in which
managers and staff collaborate to establish, Monitor and review every
employee's objective for their work and overall impact on the organization.
 Talent Management: The goal of talent management to retain productive,
engaged employees by combining a number of organizational HR practices. A
high performance, tenable organization that achieves its strategic and
operational goals and objectives is what talent management aim to create.
 Succession Management: Succession management is the process of
identifying jobs at the core of an organization that are too important to be left
vacant or filled by anyone other then the best skilled individuals and then
developing a strategic plan to fill them with experienced and qualified
employees.
 Labor relation: Labor relation provide employees advice and assistance with
regard to work rules, employment laws, legal issues and any work contract

24. Page | 16
situation. HR need to provide employment law training to all employees and
make it for all. If an employment issue arises, These will be handled by the
HR management team.
 HR Planning: Human resource planning is a process that identifies the
present and future needs for human resources so an organization will require
to achieve its objectives. A link between human resource management and an
organizational strategic plan should be made through HR planning.
3.3 Recruitment
Recruitment is the process of finding and hiring the most qualified candidate for a
position vacancy for a position vacancy in a timely and cost-effective manner.
The hiring process includes the following.
Determining the job needs, selecting and interviewing candidates, recruiting the
new employee and integrating them into the company.
According to Edwin B. Flippo (Flippo, 2018) “Recruitment is defined as
searching for and obtaining potential job candidates in sufficient numbers and
quality so that organization can select the most appropriate people to fill its
needs”
According to R.W Griffin (Griffin, 2016) “Recruitment is to find attract the
best-qualified applicants to fill vacancies”
Finding sources of labor to fill open positions is the goal of recruitment.
Recruitment is a two-way street. Both the recruiter and the recruited have the right
to select one another.

25. Page | 17
3.4 Sources of Recruitment
There are two different sources (Dessler, 2019) of recruitment those are
 Internal recruitment
 External recruitment
A lower level manager may be promoted to fill an upper level management
position, or it may be filled by employing someone from outside the company.
There are advantages and disadvantages to both tactics. Both internal and external
sources of recruiting will be mentioned in full.
3.4.1 Internal Recruitment sources:
Internal recruitment takes place when a company hires employees from within the
organization. Employees who have recently worked in their own organization are
transferred to another department or a higher position. Employees who perform
admirably and to expectations are given the opportunity to receive training. This
is one of the most basic methods of selecting candidates based on their work
performance.
Those are discusses in below
 Promotion: Promotion is giving employees a higher position, level of
responsibility, status, and level of authority. So, a qualified candidate from the
same organization can be promoted to replace the vacant position.
 Transfers: Transfer describes a shift in employment location without a
change in the employee's position, rank, pay, or level of power. Therefore, an
eligible candidate from the same organization will be transferred to replace
the vacant position.

26. Page | 18
 Internal advertisement: The organization is made aware of the vacant space
in this case. To apply for a position, current employees are contacted. Thus,
internal hiring takes place within the organization.
 Retired Employees: Employees who have been retried may be recalled for a
short period of time. This occurs when an organization is unable to find
qualified employees.
3.4.2 External Recruiting Sources
An external source is the external hiring of candidates for greater performance.
External employees always have a sense of immaturity and creativity when
working for young firms that have too much energy. Although hiring external
candidates can be challenging, it has a significantly more positive influence on the
organization than hiring employees from within.
 Advertising: Now a days Recruiting employees uses all forms of media
publicity. Newsletters, industry-specific publications, radio and television, and
social media are some of the most popular.
 Employee Referrals: Employee referrals make use of a personal connection
to the job situation. It is a recommendation of a job applicant made by a
current employee.
 Public Employment Agencies: The main goal of these agencies is closely
related to benefits for those who are unemployed. When it comes to hiring for
unskilled, skilled, or semi-skilled positions, the benefits vary by states.

27. Page | 19
 Private Employee Agencies: Excellent services are offered by specialized
agencies in the technical and professional fields. They maintain flies of both
people seeking jobs and organizations looking for new employees.
 Campus Recruitment: This approach of hiring involves visiting university
campuses and their placement centers. Here, recruiters go to reputed and well-
known educational institutions in an effort to find job-seekers in need of
technical or professional abilities.
 Walk Ins and Write Ins: Walk-ins and write-ins are essentially job seekers
who visit the HR department in search of a position. In order to assess both
groups' scrutiny and capabilities, they are typically requested to complete an
application blank.
 Recruiting Via Internet: Managers are currently conducting employment
examinations online. According to a survey, more than 4 million people use
the Internet to look for jobs on any given day. Employers are making it easy to
search for jobs on their websites as a response.

28. Page | 20
3.5 Factors that Affecting Recruitment
Differentiates recruitment activity (Chauhan, 2022) in different organizations by
the following:
 Job opportunities in the area where the organization is located.
 The organization's overall area.
 Results of previous recruiting efforts that demonstrate the organization's
capacity to locate and retain high-performing individuals.
 The organization's benefits, compensation, and working conditions.
 The organization's rate of growth
 The seasonality of operations, as well as prospective extension and
production plans.
 The aspects of culture, economy, and law.
 Competition.
 Internal Policies.
 Factors of Demography.
 Industrialization.
 The Labor Market.
 Cost.

29. Page | 21
3.6 Process of Recruitment
A recruitment process (Dessler, 2019) is a company-specific example of how the
hiring process is approached. Although again, this may vary based on the specific
organizational structure, the hiring process typically resides inside the Human
Resources function. A recruitment process can be divided into particular steps
3.7 Selection
Selection (D.Yoder, 1982) is the process of choosing an individual from a pool of
job candidates who has the necessary qualities and abilities to fill positions in the
organization. This is a human resources process that uses several approaches to
distinguish between qualified and unqualified applicants.
1. Determine which positions to fill using
workforce/personnel planning and forecasting.
2. Create a pool of applicants for these positions
by recruiting both internal and external prospects.
3. Candidates should fill out application forms and
maybe go through preliminary screening
interviews.
4. To find qualified applicants, use techniques like
as tests, background checks, and physicals.
5. Interview the candidates with the supervisor and
perhaps other people before deciding who to
provide an offer to.

30. Page | 22
3.8 Process of Selection
The selection procedure (D.Yoder, 1982) is arduous and drawn out. Before being
chosen for a position, every applicant must go through a number of stages.
 Initial Screening: An initial screening of candidates is frequently conducted
to filter out those who clearly do not fulfill the requirements for the post.
Reduce the number of candidates being considered for selection by screening
applicants first.
 Completion of the Application Form: A official record of a person's
employment application is called an application blank. Having the potential
employee fill out an employment application could be the next stage in the
selection process.
 Employment Tests: To measure different aspects of behavior, hundreds of
tests have been created. The assessments evaluate a person's mental, physical,
intellectual, emotional, and behavioral capacities.
Initial Screening
Completion of the
Application Form
Employment
Tests
Job Interview
Conditional Job
Offer
Background
Investigation
Medical
Examination
Permanent Job
Offer

31. Page | 23
 Job Interview: An interview is a conversation with a specific aim in which
the interviewer and candidate exchange information. The job interview is
extremely important because those who make it to this level are thought to be
the most promising candidates.
 Conditional Job Offer: A provisional job offer that converts to a permanent
one after certain requirements are satisfied is known as a conditional job offer.
 Background Investigation: The purpose of this phase is to verify the
accuracy of the application form using references and previous employers.
Verifications are also made of credit history, criminal history, legal right to
work, and education.
 Medical Examination: The next stage of the recruitment procedure requires
finishing a medical/physical examination after the choice to extend a job offer
has been made. This test will establish whether an applicant is physically
capable of performing the essential functions of the job.
 Permanent Job Offer: Those who successfully complete the previous
procedures are now regarded as being qualified to receive the job offer. The
manager of the department where the opening is should make the actual
recruiting choice.

32. Page | 24
3.9 Differences between Recruitment and Selection (SpriggHR, 2022)
Basis Recruitment Selection
Definition 1. It is the task of establishing a
contract between employees
and candidates.
1. It is a process of selecting
more qualified and suitable
employees.
Objectives 2. It values a large number of
job seekers.
2. It tries to reject unfit
candidates.
Procedure 3. It's a simple process. 3. This is a challenging process.
Difficulty 4. The applicants do not face a
lot of challenges.
4. So many issues must be
addressed.
Procedure 5. It is a positive approach. 5. It is a negative approach.
Order 6. It comes before selection. 6. This comes after recruitment.
Prudence 7. This is a low-cost approach. 7. It is an expensive procedure.
Stagnant 8. Fewer times are required. 8. A lot of time is required.
3.10 Training and Development
Training: Training is a learning process in that it tries to make a somewhat
permanent change in an individual's capacity to perform on the job. Training
(Dessler, 2019) is commonly defined as the modification of skills, knowledge,
attitudes, or social behavior. It could include changing what employees know,
how they work, and their attitudes toward their jobs.

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Development: Development broadly refers to the type and direction of change in
employees, particularly managerial staff, through the training and educational
process.
Training and Development: Training and development attempts to enhance
existing behaviors and skills at work. For the benefit of the employees.
According to Gary Dessler (Dessler, 2019)
“Training and development is the process of teaching new employee the basic
skills they need to perform their job”
3.11 Training need assessment process
The goal of a training need assessment (J.Barbazette, 2006) is to identify the
performance standards that must be met by an employee as well as the
knowledge, skills, and abilities required of them to do so. Resource allocation for
areas with the highest demand will be aided by an accurate evaluation of training
needs. The evaluation ought to focus on the resources required to carry out the
organization's objective and increase productivity while delivering high-quality
goods and services
The analysis will give answer to the following questions:
 Who needs to get training?
 What skill must an employee learn in order to be more productive?
 Why training is important?
The purpose of the need assessment is to determine how to raise the standard of
candidates who are employed, orientated, and trained. Three steps make up a

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training needs analysis. Use these three stages to decide how to complete each
type of analysis (J.Barbazette, 2006)
 Personal Analysis: It is a technique for determining if employees use
training and whether they are ready for training. The organization determines
which learners require training based on their understanding skills and
capacities.
 Organization Analysis: Organizational analysis entails directing the
appropriateness of training for the business. Initially, the corporation limits
the corporate accumulation for training associated costs added with training,
as well as the anticipated benefit of training.
 Task Analysis: Analyze the tasks that are being completed. This is an
examination of the job and the requirements for doing it out. This study, also
known as a task analysis or job analysis, aims to describe the major duties
and skill level required. This helps to ensure that the training created includes
meaningful linkages to the work material.
3.12 Methods of Training Programs
Training methods (J.Barbazette, 2006) refer to the various sorts of training that
may be delivered to employees in order for them to sharpen their present abilities
and learn new ones. They can learn technical or soft skills. Some training methods
are suggested here

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3.12.1 On The Job Training: While performing the actual job, the employee
practices the tempo of work. Typically, a certified trainer (or occasionally an
experienced employee) serves as the course instructor, combining traditional
classroom instruction with hands-on training.
 Job rotation: This kind of training involves switching trainees between jobs
so they may pick up knowledge and experience from various job
assignments. This approach aids the trainee in understanding the issues that
other workers may be experiencing.
 Coaching: This approach places the trainee under a specific supervisor who
serves as a coach throughout training and offers feedback to the trainee. The
learner could occasionally be denied the chance to express his opinions.
 Job instructions: It is often referred to as step-by-step instruction because
the instructor shows the trainee how to perform each task and corrects them
if they make a mistake.
 Apprenticeship programs: A trained professional will be the trainee's
mentor during an apprenticeship program. Higher level skills and knowledge
can be attained through these programs. For those seeking skilled positions
like those of a plumber or electrician, such training are essential. These are
trainees who enroll in these programs as apprentices and spend some time
working under the supervision of a professional or a trainer. Fast and slow
learners are trained together during the appropriate period of time that the
trainees must spend here. Additional instruction could be given to the slow
learners.

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 Internship training: The learners are instructed using both theoretical and
practical components under this strategy. Typically, this kind of instruction is
provided to students from the engineering and business universities for a
nominal stipend.
3.12.2 Off The Job Training: Before employees begin actively serving the
company, the business that recently employed them often provides educational
preparation for doing a job. To help the workforce use contemporary methods,
equipment, methods, tactics, and materials in their work, employee training is
becoming more and more necessary. Off-the-job training simply refers to a
method where training is not integrated into regular job duties.
 Conferences: Conference refers to a gathering of several people to discuss
any topic. Each participant contributes to the discussion by evaluating and
debating numerous problems surrounding the subject. Everyone is free to
express their own opinions.
 Classroom Lectures: This strategy will be appropriate when the number of
learners is quite huge. Lectures may be highly beneficial in clearly conveying
concepts and principles, and face-to-face contact is quite possible.
 Counseling: Organizational executives are frequently taught through
counseling. It is a well-known strategy that is well-accepted by the top
executives. The primary goal of training in this case is to teach them through
effective counseling by a well-equipped mentor.
 Role Play: The employee is asked to pretend to be a certain person in the
crisis situation in this instance as well. The person engages in interactions

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with other participants while playing various roles. The entire play will be
recorded, giving the learner the chance to review their own performance.
 In Basket method: The employees are informed about a fictional company,
its operations, services, goods, HR personnel, and all other company-related
information. In a given amount of time, the trainee (employee undergoing
training) must take notes, assign tasks, and develop timetables. Employees'
situational perceptions and speed of decision-making abilities may be
improved as a result.
 Incident method: Each employee in the training group is asked to make
decisions as though it were a real-life issue. Incidents are developed on the
basis of genuine situations that happened in different firms. Later, after
deliberating individually and collectively, the entire group discusses the
situation and makes decisions regarding it.
3.13 Performance appraisal
Performance appraisal (Balu L., 2017) is the process by which organizations
evaluate individual work performance. When done successfully, individuals, their
HR departments, and ultimately the corporation gain by ensuring that individual
activities contribute to the organization's strategic goal. Other activities in the
organization have an impact on performance appraisals, which in turn affect the
organization's success.

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3.14 Uses of Performance appraisal
 Performance enhancing, Performance feedback enables the worker,
management, and personnel specialists to take the proper corrective action to
enhance performance (Balu L., 2017).
 Placement decisions, Typically, past or anticipated performance is the basis
for promotions, transfers, and demotions. Often promotions are a reward for
past performance (Balu L., 2017).
 Similarly, strong performance could point to unrealized potential that has to
be developed (Balu L., 2017).
 Career growth and planning. Performance feedback informs decisions
regarding the kind of careers that one should investigate (Balu L., 2017).
 Staffing process flaws Good or bad performance indicates strengths or
weaknesses in the Personnel department's staffing practices.
 Errors in job design, Poor performance may be a sign of poorly designed
jobs. Appraisals help with the identification of these problems (Balu L.,
2017).
 Equal opportunity for employment Performance appraisals that are accurate
and truly reflect job-related performance ensure that internal placement
decisions are not discriminatory (Balu L., 2017).
 Provide feedback to human resources. Good or poor organizational
performance reveals how well the human resource function is performing.

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3.15 Process of Performance Appraisal
Performance appraisal is a procedure (Balu L., 2017) that includes steps like
 Establishing performance standards.
 Employees are informed about performance standards.
 Actual performance measurement.
 Evaluating with standards.
 Examining the appraisal results.
 Start taking corrective action.
Process of Performance Appraisal
Establish performance standards with employees
Mutually set measurable goals
Measure actual performance
Compare actual performance with standards
Discuss the appraisal with the employee
If necessary initiate corrective action

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Step-1: Establishing performance standards
 Performance benchmarks are established by performance standards and used
to evaluate performance.
 Standards should be linked to the desired outcomes of each job.
 Examining the performance of recent employees, job analysis dismisses the
cover for performance standards.
Step-2: Employees are informed about performance standards
 Employees may take part in setting standards.
 The two-way nature of communication.
 Feedback from subordinates to the manager is important.
Step-3: Actual performance measurement
 Individual discovery.
 Reports on statistics.
 oral reports.
 Reports in writing.
Step-4: Evaluating with standards
The fourth step is to compare actual performance against standards. The main
point here is to notice the difference between standard and actual performance.
Step-5: Examining the appraisal results
 Sometimes an evaluation interview is used to achieve this.
 The evaluator may provide feedback using many techniques, such as "Tell
and sell," "Tell and listen," and "Solve problem.

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Step-6: Start taking corrective action
The final step in the appraisal is to implement corrective measures if necessary.
Corrective actions can be of two types: urgent, which deal with signals, and basic,
which deal with reasons.
3.16 Performance appraisal methods
Organizations can improve employee performance within the company by using
the appropriate performance appraisal method (Kissflow, 2021). A successful
employee appraisal process can make the entire process efficient and effective.
 Management by Objectives (MBO): Management by Objectives (MBO) is
an appraisal technique in which managers and staff jointly decide what goals
should be prioritized during a certain appraisal period then plan, organize,
and communicate those goals. Following the establishment of specific goals,
managers and subordinates often examine the steps taken to maintain control
and debate whether it is possible to accomplish the goals. This type of
appraisal is employed to successfully align employees' goals with the larger
company goals.
 360-Degree Feedback: An employee's performance is assessed using 360-
degree feedback, a multifaceted performance assessment technique, which
gathers feedback from the employee's circle of influence, which includes
managers, colleagues, customers, and direct reports. A clear grasp of a
person's competency will be provided by this method, which will also reduce
bias in performance appraisals.

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 Assessment Centre Method: The German Army first introduced the idea of
an appraisal center back in 1930, but it has since been refined and adjusted to
match the circumstances of the present. Employees may clearly see how
others perceive them and how it affects their performance using the
assessment center method. The key benefit of this approach is that it not only
evaluates an individual's current performance but also forecasts future work
performance.
 Behaviorally Anchored Rating Scale (BARS): The qualitative and
quantitative advantages of a performance appraisal process are both
highlighted by behaviorally anchored rating scales (BARS). BARS evaluates
employee performance using concrete, numerically rated behavioral
examples. Multiple BARS statements that define typical actions that an
employee consistently demonstrates serve as the foundation for each
performance level on a BAR scale. These statements serve as a benchmark
for comparing an individual's performance to established criteria that are
appropriate to their position and level of responsibility.
 Psychological Appraisals: The hidden potential of employees can be
discovered using psychological evaluations. This approach places more
emphasis on evaluating an employee's potential performance than on their
past output. These evaluations are used to assess an employee's performance
in seven key areas, including interpersonal abilities, cognitive skills,
intellectual qualities, leadership skills, personality traits, emotional quotient,
and other relevant skills.

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 Human-Resource (Cost) Accounting Method: The performance of a
worker is appraised using the financial benefits that employee brings to the
business, according to the human resource (cost) accounting technique. It is
determined by weighing the financial benefits (contributions) an organization
has reaped from a particular employee against the cost of maintaining that
employee (cost to the company).
3.17 Performance Appraisal errors
Processes (Javidmehr, 2015) for reviewing performance fall short. This is due to
the fact that it is one of the most complicated talent management procedures; it
requires for the use of a particular methodology, intensive follow-ups, timely
completion of employee appraisals, etc. Because of this, it is common for
performance reviews to contain mistakes
 Partiality: The Cambridge English Dictionary defines bias as "the fact that
information is not correct due of the method used in gathering or presenting
it" in a statistical context. This can also occur during performance reviews
when the appraiser takes a position in favor of or against the person being
appraised, whether consciously or unconsciously.
 Stereotyping: Stereotyping is a theory, notion, or model that is applied to
specific individuals or groups of people throughout time. Typically, we use
these cliches to categorize someone and make the assumption that they have
similar features to the other members of this group. While there are some
positive stereotypes, these most frequently reflect generalized, unfavorable
labels or prejudices. They may be connected to things like color, gender,
political views, etc.

44. Page | 36
 Halo effect: The halo effect is one of the most typical mistakes in a
performance review. When an appraiser generalizes one of the employee's
attributes and applies it to all the other aspects being reviewed, this occurs.
As an example, one team member consistently achieves and surpasses sales
goals. This could influence their manager's assessment during the
evaluation, leading them to rank the employee as exceptional in every way
without carefully considering how they performed in other areas.
 Distribution errors: Distribution problems plague performance appraisals
in many organizations. In an experiment with 5,970 employees that was
described in this article, two assessors had to monitor the work of the same
group for the same amount of time. In 62% of all cases, discrepancies
between the two assessors were found. The perception was that one of the
evaluators was more giving than the other.
 Similarity errors: There are workers in many organizations who, in
different ways, resemble their superiors. These workers might even receive
preferential treatment from some bosses in comparison to those who act or
think differently.
 Proximity errors: The proximity error occurs when elements that are close
to one another in the performance assessment sheet are rated similarly,
regardless of the actual score.
 Compare/contrast error: The compare/contrast error occurs when an
appraiser uses relative performance measurements to compare the output of
two employees rather than using absolute performance measurements for

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each. One employee with a "outstanding" rating may make another with a
"good" rating appear average.
3.18 Compensation
Compensation (Dessler,2019) is a human resource management function that
deals with all types of rewards given to individuals in exchange for accomplishing
organizational duties. It is a significant cost of doing business for many firms at
the beginning of the twenty-first century. It is the primary reason why most
people look for work. It is a transactional connection. Employees state labor and
loyalty in exchange for financial and non-monetary rewards (pay, benefits,
services, recognition, etc)
3.17 Objectives of Compensation
The compensation function's objective is to create a reward system that is fair to
both the employer and the employee. The ideal consequence is an employee that
enjoys his or her job and is motivated to do an excellent work for the company.
Seven criteria (Gerhart, 2003) for efficacy in compensation policy. Compensation
should be provided
 Adequate Minimal Governmental, Union and managerial levels should be
met.
 Equitable each person should be paid fairly in lie with his or her effort,
abilities, and training.

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 Balanced pay, benefits, and other reward should provide a reasonable total
reward package.
 Cost – effective pay should not be excessive considering what the
organization can afford to pay.
 Secure pay should be enough to help an employee feel secure and aid him or
her in satisfying basic needs.
 Incentive – providing pay should motivate effective and productive work.
 Acceptable to the employee should understand the pay system and feel it is a
reasonable System for the enterprise and him or herself.
3.18 Components of Compensation
Employee compensation involves all sorts of income or awards received by
employees as a result of their employment. Employee compensation consists of
Four major components (Gerhart, 2003), and the proportional importance of each
component in overall compensation varies depending on the organization.
 Base Compensation: Base pay is the minimum pay an employee receives,
exclusive of any benefits, bonuses, or raises. It is the amount of pay an
employee receives in return for their services. It typically benefits white-collar
workforce.
 Wages: Wages are paid on a weekly basis based on the amount of hours
worked, and the individual receiving the wage is a non-exempt employee. It is
monetary in nature and represents a cost to the company. Blue collar workers
typically benefit from it.

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 Incentive Payments: Performance-based compensation known as incentive
pay pays an employee for achieving predetermined goals or objectives. This
payment may be made in the form of cash, stocks, extra paid time off, gifts,
etc. Despite the fact that rewards are frequently made for specific individuals.
 Benefits: When an employee has a health issue, benefits are crucial to
preserving his standard of living. The companies that offer these advantages to
their workers have a better reputation as compassionate employers. These are
the perks that an employee receives in addition to pay. They have nothing to
do with performance.
 Fringe Benefits: It is a non-cash benefit that pays for flexible healthcare
costs, child care, and academic support. A business car, a gym membership,
and other perks could be included. Additionally, fringe perks could provide
family vacation packages, reduced airfare, and entertainment allowances.
 Loyalty and Retirement Benefits: Employee loyalty is greatly influenced by
the existence of a retirement plan as part of the employee benefits package.
An corporation can increase their success rate by providing retirement benefits
since it will be simpler to attract and keep top people.
 Stock Options: It is a component of employee remuneration in which firm
leaders and employees are given shares. The corporation issued these shares,
which are not transferable. It is typically given to workers of new businesses
as a reward for their dedication to the expansion of the business. In other
words, it is also true that some of the company is owned by the employees.

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CHAPTER-4
HRM Practices
in
Sonali Bank
Limited

49. Page | 41
4.1 Recruitment and Selection Procedure of Sonali Bank Limited
Sonali Bank Limited's primary functions are to attract and retain highly skilled
individuals who would perform in their respective fields. The bank not only
works to attract highly skilled personnel, but it also seeks out and recruit people
who are willing to work in the bank for an extended period of time.
The following lists SBL's recruitment policy (BANKERS' SELECTION
COMMITTEE, 2015):
 They normally use onsite recruitment, but when the necessity arises, they turn
to external recruitment to fill the vacancies.
 It seems that the company always hires long-term employees, and the bank
places a great deal of importance on those who are promoted to mid-level
positions.
4.2 Factors Affecting Recruitment of SBL
Internal factors External factors
1. Human Resources Planning
2. Recruitment Policy
3. Cost of Recruitment
1. Political and Social Factors
2. Supply and Demand
Source:( BANKERS' SELECTION COMMITTEE, 2015)

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4.3 Types of Recruitment
Sonali Bank Limited has two categories of recruitment policy:
 Yearly Recruitment: Yearly recruitment is carried out in accordance with
the HR plan.
 Need Based Recruitment: Need-based recruitment is done when there is an
unexpected vacancy.
4.4 Recruitment Sources and Methods
Sonali Bank Limited generally uses two types of recruitment sources. They
are internal and external sources. (BANKERS' SELECTION COMMITTEE,
2015)
Internal Sources
Sonali Bank Limited generally makes internal promotions. The organization's
management must find reputable and experienced employees there. Sonali Bank
Limited may recruit from within in the following situations with the Top level
management's agreement. These methods suggested can be used to do this.
 Providing Promotion
 Giving Transfer
 Short-Term Assignment
 fixed Assignment

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External Sources
Sonali Bank Limited employs external sources as well. The locations outside are
listed below:
 competitors and other Banks
 Uninvited applicants
 Newspaper advertisements
 Advertising on the bank's website
 Internship opportunities
4.5 Recruitment Process of Sonali Bank Limited
fncdn
Step-1: Job Analysis:
Job Analysis
HR Planning
Advertisement
CV Submission
Receipt of Application
Short Out Applications

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Step-1: Job Analysis
The foundation of all evaluation and selection processes is the job analysis. It's
crucial to comprehend the nature of the job completely in order to identify the
best candidate. A technique to do this is through job analysis, which looks at the
tasks performed in a job, the competencies required to carry out those tasks, and
the relationship between the occupations and competencies. SBL follow this
procedure for job analysis.
Step-2: HR Planning:
Integrating the strategy and system for managing human resources to achieve the
Sonali bank limited overall goals, vision, plans, and achievements while
addressing the needs of its employees and other shareholders.
Step-3: Advertisement:
Once the recruitment decision has been made, an advertisement must be created
based on the competences, abilities, and qualifications that the Sonali Bank
Limited HR Team has identified and listed in the appropriate job description.
Step-4: CV Submission:
Those who are interested in participating must email their full updated cv. The
candidates are notified by email and online Sonali Bank Limited recruitment
portal of the registration of all applications that have been submitted.
Step-5: Receipt of Applications:
Candidates could send their CVs in response to a specific vacancy or send their
CVs in response to any eligible post. The Sonali bank limited HR group collects
employment applications for each job opening. In the case of newspaper adverts,

53. Page | 45
applicants have at least three weeks to apply. Every job is collapsed after a set
time for trying.
Step-6: Shorting out Applications:
CVs are then shortlisted in the next step. Usually, short listing is handled by the
HR department. To save time, however, the Sonali Bank Limited HR group may
assign this task to the specific departments. The collection of involuntary CVs in
hand can be used to sort out resumes for hiring experienced bankers.
Alternatively, you could find active and talented bankers in other institutions.
They are approached and invited for an interview after promising applicants are
identified.
Source: (erecruitment, 2021)

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4.6 Selection Process of Sonali Bank Limited
Step-1: Notifying Candidates:
After shortlisting the CVs and choosing the qualified individuals, the Sonali Bank
Limited HR group contacts the applicant by phone or SMS to inform them of the
entry-level log test or interview (Mid-level). For log tests, the bank sends out
admit cards via courier services and a website download link to download them
seven to ten days prior to the exam.
Step-2: MCQ and Written Test
The typical job exam consists of multiple-choice questions (MCQs) and written
questions that assess participants' verbal, numerical, and analytical reasoning
skills. For entry-level positions like Cash Officer and Senior Officer levels, SBL
typically administers log tests. For Sonali Bank Limited, BIBM/Staff College or
Bangladesh Bank will occasionally administer the written test.
Step-3: Interview
Sonali Bank Limited has an interview board that includes HR experts as well as
higher level management to supervise impartiality and even an interview council
to choose Cash officer, Loan Executive Officer, and Senior Officer levels. MD,
Notifying
Candidates
MCQ and
Written Test Interview
Final
Approval by
Authority
Medical
Checkup
Reference
check
Joining
and
Placement

55. Page | 47
DMD, and Head of HR are primarily in charge of managing the interview
process. Experienced experts may be recruited and selected using distinct or
different exams.
Step-4: Final Approval by Authority:
The interview board evaluates applicants after the exam session. Sonali Bank
Limited's management team decides who will be chosen. The applicant is then
given a "offer letter." Candidates receive "appointment letter" after accepting the
"offer letter." Rejected applicants are not informed after the interview.
Step-5: Medical Checkup:
The same as other banks to determine whether an applicant is qualified for the
position, Sonali Bank Limited also provides medical tests for the chosen
personnel. Chevron Diagnostic Center and Popular Diagnostic Center are partners
of SBL. The mentioned diagnostic points control the overall analyses.
Step-6: Reference check: The reference check occurs frequently toward the end
of the selection process. It's only one of the many background checks a potential
employer might perform before formally extending a job offer. Sonali Bank
Limited checks references for chosen candidates against a national database and
verifies them based on their character, educational background, career experience,
and other requirements for the post being provided.

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Step-7: Joining and Placement:
The candidate must present the results of the medical tests together with any other
required paperwork and academic record for membership after the physical
examination. The candidates have successfully completed the formal joining and
placement process and are now Sonali Bank Limited employees.
4.7 Training methods used in Sonali Bank Limited
Methods are the paths that employees are taught. Sonali Bank Limited uses a wide
range of training techniques dependent on the situation and training objectives.
There are 2 types:
 On the job training process
 Off the job training process
4.7.1 On the job training process
 Job Rotation: This form of training entails switching from one duty to
another in order to obtain knowledge and expertise about the banking system
of Sonali Bank Limited from various assignments. This approach aids the
new employees in understanding the challenges of the position.
 Coaching: According to the strategy, the trainee is assigned to a specific
Current SBL employee as a supervisor who serves as a coach throughout
training and gives the new employee feedback.
 Job instructions: Also known as step-by-step training, in which the trainer
explains how to complete the jobs of the training and, in the event of errors,
educates the Sonali Bank Training Season participants.

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 Committee assignment: Participants are requested to brainstorm solutions to
a banking problem that Sonali Bank is noticing. This promotes better
teamwork.
4.7.2 Off the job training process
 Conference or discussion method: The conference method is used in SBL to
provide sufficient knowledge to the operative through open discussion on a
subject. The identified solution is determined here through discussion.
 Classroom lectures: Off-the-job training is typically provided by SBL, which
also determines the training location. When the objective is to provide a lot of
information to a large number of individuals, classroom lectures are used as
training materials.
 Counseling: The counseling is frequently used to train SBL's executives. The
top executive approves of this approach because it is very unique. Here, the
primary goal of training is to impart knowledge through appropriate guidance
from a qualified mentor.
4.8 Training Need Assessment process of Sonali Bank Limited
The cooperative and executive professionals of Sonali Bank Limited maintain the
following training Need assessment procedure:
 Task analysis: this is a procedure that identifies and establishes the duties
and responsibilities of a certain job as well as the skills and abilities needed
to do the job. Through work analysis, using a variety of techniques such
supervisor interviews, desk audits, and observational practices.

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 Observation: Operative staff typically require training for their jobs.
However, by observing how each executive performs on the job at Sonali
Bank Limited, it is possible to determine which of their particular demands
should be created for a future assignment or new work experiment.
 Questionnaire: Executive personnel can utilize the questionnaire. Because
it is simple to understand a current employee's training needs assessment.
 Record Report: Branch managers and HRD make decisions on which
employees require training in what areas, etc., based on the record reports
that the bank keeps on file for each employee.
4.9 The Training and Research Academy of Sonali Bank Limited
The bank initially established the foundation by establishing an academic at its
headquarters under the HR expansion division to HR internal. It has a library, a
knowledge faculty with modern training assistance, and many other development
facilities. The bank's foundation has been the best among banks in the public
sector. The bank regularly holds foundation courses, special courses, and
conversations in a variety of banking locations to address the executive banking
need. For professional training, officials also travel daily to Sonali Bank Training
Institute and Bangladesh Bank Training Institute (BBTI). Officers are routinely
sent abroad for advanced training. Additionally, a research section supports HRD
operating areas. Those Academies ran 13 programs, including training,
workshops, and seminars, and a maximum numbers of executives and officers
participated. The bank set the stage by establishing academic centers.

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4.10 Training Course of SBL and Their Duration
Training program Name Duration
Branch Management (Need Based) 1Day
Credit Management 10 Days
SME 2 Days
Basic Training for Bankers 30 Days
Skills for Leadership, team building & negotiation 3 Days
Computer Training for IT division 2 Days
Source: (Training Course List, 2022)
4.11 Various facilities provided by Sonali Bank Training institutes:
Trainer: SBL Training Institutes have been fascinated by HR development.
Skilled educators work tirelessly to build and organize training in accordance with
the age's demand for banking and finance.
Guest speakers: During training sessions, guest speakers are invited to share
their banking ideas.
Lecture Sheets: Materials like a binder, pamphlet, plan, and other course-related
materials are helpful.
Training method or tool: spreads knowledge through lectures, group
discussions, exercises, case studies, multimedia presentations, overhead
projectors, and exposure to the workplace.
Training Class room: Class rooms are air conditioned and provide comfortable
seats for trainees.

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Computer Lab: Sonali Bank Limited training institutions feature a well-
equipped computer lab with over 35 staff in order to familiarize all employees
with contemporary computer pursuits.
Library: There is a wealthy library with around 1200 books and the possibility of
newspapers and journals.
Hostel: 60-bed staff hostel with a television in the room.
Food: Sonali Bank Training facilities feed trainees four times a day when they are
in training.
Assessment: Candidates must participate in initial and final exams to determine
the effectiveness of the instruction.
4.12 Performance Appraisal Practices in Sonali Bank Limited
Performance appraisals are an essential component of most businesses. The
performance appraisal process, when properly created and implemented, may
assist an organization accomplish its goals through fostering productive
performance. Sonali Bank carefully reviews its employees' performance.
 Sonali Bank uses a progressive design to examine employee performance,
encouraging the evolution of the person in both their current and future roles.
The bank bases its decisions on employee performance.
 Plan the training and development programs; low performance may indicate a
need for retention, while good performance may reveal untapped potential that
should be cultivated.

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 The bank offers transfers, promotions, and demotions that are typically based
on current or prior performance. The bank increases employee remuneration
to encourage employee achievement.
4.13 Performance Appraisal Methods of Sonali Bank Practices
The Sonali Bank Ltd. does not have a typical performance appraisal procedure, in
contrast to the selection, training, and development processes. The bank's
unavailability of a uniform set of performance standards is actually the problem.
Therefore, the majority of the performance review and appraisal process involves
seeing how an employee behaves or interacts with a client. To carry out this
performance evaluation and appraisal, Sonali Bank Ltd. has a specific section
under its Administrative Department. This unit monitors each employee's
performance throughout the year and advises necessary measures (Reward or
Punishment) when necessary
4.14 Rewarding the productive employees of Sonali Bank Limited
The fruit is just like the tree. The bank does not offer any standardized incentive
system to reward its employees since it lacks any specialized performance review
and appraisal system. If an employee manages to impress the authority with his or
her extraordinary performance, that employee will be rewarded for that
performance. However, this reward will primarily consist of financial
compensation, which has a relatively small impact on the employee who is at a
higher level on the organizational ladder. By paying staff according to market
demand, rewarding people for their performance, and introducing awards for the

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best managers and employees, Sonali Bank will undoubtedly gain more clout in
the industry.
4.15 Compensation Policy of Sonali Bank Limited
The Bank generously compensates its employees both directly and indirectly. The
bank's wage structure is more competitive than that of other banks in the nation.
 It offers merit pay as well as inactive pay, Bonuses for holidays, yearly
incentives, etc
 The bank also supports medical benefits and gratuity, such as casual leave,
earned leave, sick leave, maternity leave, extra ordinary leave, study leave,
and pilgrimage leave, under its indirect compensation policy.
 Life insurance for employees, which can increase job satisfaction, is not
offered by Sonali Bank Limited
 The bank also offers its female employees 42 days of paid maternity leave,
compared to the four months offered by our nation's government. Men are
the heads of homes with a single parent, thus the competent authorities
should extend their compassion for up to four months. Consequently, if the
bank adds parental and family.

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4.16 Compensation/Benefits of Sonali Bank Employees
The aim of compensation administration is to create the lowest-cost pay system
that will recruit, inspire, and keep competent workers while also being viewed as
just by them. The Sonali Bank Ltd. has a very high benefit package while having
an unsatisfactory performance evaluation or incentive system.
 The bank offers a respectable amount of yearly, sick, and unpaid leave. In
addition to this, the bank has preserved the option for staff to take additional
time off for emergencies.
 The bank offers its employees the chance to contribute 5% each to a
provident fund that is shared equally by the bank and the employee. The
bank offers its high level workers "Fringe Benefits.
The appendix is a detailed summary of Sonali Bank Ltd.'s benefits. The bank
believes that its compensation plan is extremely private and secret and cannot
be disclosed to outsiders. I want to thank you once again for giving me access to
part of this private information (according to the bank authority). The salary
structure at the bank mostly depends on how well the task is done. In other
words, the bank makes an effort to compensate in accordance with the
complexity of the task.

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CHAPTER-5
SWOT
Analysis
and
Findings

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5.1 SWOT Analysis of Sonali Bank Limited HRM Practices
I have learned a little bit about the bank's strengths, opportunities, weaknesses,
and dangers throughout my time as an intern at Sonali Bank. I believe that the
following factors, which affect the Bank's HRM Practice overall.
Strengths
 The bank has a massive network of branches in both urban and rural locations.
 The bank's workforce are educated, experienced, and trained.
Weakness
 Inability to use new recruitment technology
 Performance appraisal has a poor controlling and monitoring system
 Only in some HRM processes Lack of cooperation between employees

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Opportunities
 Applications for jobs at Sonali Bank Limited are in high demand.
 The future job security of Sonali Bank Limited has satisfied the employees.
 It can grow the Bank by utilizing and extending the Human Resource in
international subsidiaries and local branches.
Threats
 Their leave policies for female employees are far too weak.
 A bad tactic is to not provide bonuses for successful work.
 There are many employees who cannot keep up with the heavy workload.

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5.2 Findings
 Sonali Bank Ltd.'s major goal is to promote proper banking practices across
the nation by implementing HRM supports and guidelines using a variety of
methods and tools.
 Sonali Bank Limited conducts the recruiting procedure in compliance with the
rules and regulations established by the government.
 Sonali Bank Limited considers newspaper advertisements and circulars
published on the bank's website to be the main sources of recruiting policies.
 Sonali Bank Limited selects personnel through employment tests, interviews,
background checks, and reference checks.
 The length of time it takes to appoint someone affects the selection process.
 Sonali Bank Limited offers on-the-job as well as off-the-job training
 Programs for training are always scheduled according to time
 The employees are satisfied with their present pay scale.
 The majority of employees at Sonali Bank Limited are dissatisfied with the
bank's incentive program.
 Sonali Bank Limited did not have enough employees. The work load is
increased due to a lack of employees.
 There is a lack of effective supervision in performance analysis.

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CHAPTER-6
Recommendations
and
Conclusion

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6.1 Recommendations
 The selection and recruitment process at Sonali Bank should be shorter.
 Sonali Bank Limited should create a human resources department in addition
to other departments at all of its branches.
 Sonali Bank Limited should upgrade its recruitment procedures.
 Performance appraisal activities can be upgraded to be more efficient.
 It is necessary for Sonali Bank Limited to expand the length of the training
period.
 Sonali Bank Limited should recruit more qualified and skilled trainers to
improve employee training.
 Giving employees additional bonuses, such as performance bonuses, might
increase their level of employees satisfaction level.
 Another issue for this bank to consider is employee cleanliness, and they
should invest more in maintenance.

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6.2 Conclusion
The Sonali Bank Limited has earned the distinction of having Bangladesh's best
banking performance as a whole. It pursues business creation and productivity
enhancement with tenacity. It now holds the title of partner in customer growth.
The primary financial middleman is in the banking industry. The procedure and
structure of operating a bank are changing, which is quite difficult in today's age
of free trade and globalization. With this evolving situation, Sonali Bank Limited
has already made preparations. The Bank's strategies are clear and concise. It's
actually rather good. In the event that, It is reasonable to assume that Sonali Bank
Limited would soon rank among the top performers.
One of Bangladesh's top state banks, Sonali Bank Limited was founded in 1972.
This survey is designed to provide participants an intuitive understanding of how
effectively the bank conducts its recruitment and selection, performance appraisal,
and training and development activities. The study reveals that Sonali Bank
Limited consistently adopts a strategic view of the recruiting and selection
process in order to choose the best candidates who will provide Sonali Bank
Limited's clients with superior service. Sonali Bank Limited can take advantage
of any advantage in the banking industry because to its large pool of qualified and
experienced human resources. It is one of the pioneers in bringing numerous new
goods and services to this nation's banking industry. Further, due to its extensive
branch networking across the nation, it differs from other other banks in the
banking sector.
This report attempts to demonstrate the majority of the indicators of Sonali Bank
Limited's challenges and strengths as a viable contender in Bangladesh's

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competitive banking sector. A critical competition has recently occurred in this
sector, which is why Sonali Bank Limited has been working on various new
things such as - Performance Appraisal, Training, Compsation bebefit activities
for employees taken by Sonali Bank Limited and some advice to get rid of the
problems that exist.

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CHAPTER-7
Bibliography

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7.1 Bibliography
Books
 Dessler, G. (2019). In Human Resource Management
(16 ed.). Pearson Edition.
 D.Yoder. (1982). In D.Yoder, Personnel Management and
Industrial Relations . Prentice Hall.
 Griffin, R. (2016). In Management (12 ed). Cengage Learning.
 J.Barbazette. (2006). In Training Needs Assessment: Methods,
Tools, and Techniques . Pfeiffer
 Gerhart, B. (2003). Compensation: Theory, Evidence, and
Strategic Implications. SAGE Publications, Inc.
Journal Article
 Vulpen, E. v. (2019). Retrieved from ACADEMY TO
INNOVATE HR: https://www.aihr.com/blog/human-resource-basics/
 Gubman, E. L. (2018). Retrieved from
encyclopedia: https://www.encyclopedia.com/social-sciences-and-
law/economics-business-and-labor/businesses-and-occupations/human-
resource-management
 Flippo, E. (2018). HUMAN RESOURCE MANAGEMENT. Retrieved
from http://daga.co.in/pages/BBANew/Major2/Hrm%20unit%201.pdf
 Chauhan, A. (2022). Factors Affecting Recruitment
 Balu.L. (2017). Best practices in performance appraisal
 Javidmehr, M. (2015). Performance appraisal bias and errors

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Websites
 SpriggHR: https://sprigghr.com/blog/hr-professionals/what-is-the-
difference-between-recruitment-and-selection/
 Kissflow: https://kissflow.com/hr/performance-management/employee-
performance-appraisal-method/
 Erecruitment: https://erecruitment.bb.org.bd/onlineapp/joblist.php
 BANKERS' SELECTION COMMITTEE . (2015).
https://www.bb.org.bd/en/index.php/about/strategic_plan
 Training Course List. (2022). Retrieved from Training Course List:
https://www.bibm.org.bd/training_course.php
 organogram.doc2020
https://www.sonalibank.com.bd/PDF_file/organogram.pdf
Reports
 Sonali Bank Annual Report-2020