Human Resource Management planning including succession planning of Grameenphone. Succession plan for top level management. HR plan is given as a whole.
Training and Development of Grameenphone. HRM-501 assignment_Niloy Saha
The document provides information about the training and development practices of Grameenphone, the largest mobile network operator in Bangladesh. It discusses Grameenphone's various on-the-job and off-the-job training programs, as well as safety training. It also describes Grameenphone's development process for employees and compensation and benefits packages. The document aims to evaluate Grameenphone's training and development practices.
internship report on credit managementKhaled Masud
This internship report analyzes the credit management activities of Mercantile Bank Limited (MBL) in Bangladesh over a five year period from 2010-2014. It includes an analysis of MBL's deposit growth and composition, loans and advances by sector, investment activities, key financial ratios like loan deposit ratio and return on investment. The report finds that while MBL has grown its deposit base significantly, it faces challenges in managing non-performing loans and needs to improve some of its financial ratios. The conclusion provides recommendations to help MBL strengthen its credit risk management and further improve its performance.
Compensation systems comparison between gp & robiRano Biswas
The compensation structure of Grameenphone & Robi is designed in such a manner that attracts, retains and motivates qualified and skilled employees at all levels.
Project report on Performance Appraisal of BSNLVipul Sachan
This document provides an overview of Bharat Sanchar Nigam Limited (BSNL), the largest telecommunications company in India. Some key points:
- BSNL was formed in 2000 and provides both fixed line and mobile phone services across India except Delhi and Mumbai.
- It has over 64 million customers and offers services like landlines, mobile, broadband, and intelligent networks.
- BSNL aims to add over 100 million more customers by 2010 but faces challenges from intense competition and criticism over poor customer service.
- Improving customer service and retaining fixed line customers will be important for BSNL's future success in the growing Indian telecommunications market.
The document is a report on the practical training completed by Vaibhavi Yogesh Shah at Kotak Mahindra Bank Ltd from May 14, 2013 to June 15, 2013. It provides an overview of Kotak Mahindra Bank, including its vision, history, products and services offered such as savings accounts, current accounts, and loans. The report also describes the various branches, awards received, and milestones achieved by Kotak Mahindra Bank since its establishment in 1985.
This document provides an overview of NPA (non-performing asset) management in J&K Bank, a bank based in Jammu and Kashmir, India. It begins with background on the banking industry and J&K Bank itself. It then discusses the issues caused by high NPAs, various techniques for managing and reducing NPAs, and how J&K Bank specifically addresses NPA management. Key points include defining NPAs, outlining the problems they cause banks, discussing securitization as an NPA management strategy, and comparing J&K Bank's NPA levels to other Indian banks. The document contains details on J&K Bank's profile, services, and past financial performance to provide context.
The document discusses the human resource management practices of Akij Group, one of the largest conglomerates in Bangladesh with over 50,000 employees, outlining their recruitment and selection process, training opportunities, compensation and benefits, and compliance practices for their various business units. It also includes an organizational chart of Akij Group and lists their 26 business units across various industries.
This document provides guidelines for writing an internship report, including requirements for the preliminary matter, text, and back matter sections. The preliminary matter must include a title page, approval page, acknowledgements, table of contents, and lists of tables/figures. The text should include an introduction with objectives and methodology, industry and organization overviews, activities analysis, and conclusion. The back matter must contain references in APA format and any appendices. Other guidelines specify formatting details like font, margins, pagination, and general writing style.
Training and Development of Grameenphone. HRM-501 assignment_Niloy Saha
The document provides information about the training and development practices of Grameenphone, the largest mobile network operator in Bangladesh. It discusses Grameenphone's various on-the-job and off-the-job training programs, as well as safety training. It also describes Grameenphone's development process for employees and compensation and benefits packages. The document aims to evaluate Grameenphone's training and development practices.
internship report on credit managementKhaled Masud
This internship report analyzes the credit management activities of Mercantile Bank Limited (MBL) in Bangladesh over a five year period from 2010-2014. It includes an analysis of MBL's deposit growth and composition, loans and advances by sector, investment activities, key financial ratios like loan deposit ratio and return on investment. The report finds that while MBL has grown its deposit base significantly, it faces challenges in managing non-performing loans and needs to improve some of its financial ratios. The conclusion provides recommendations to help MBL strengthen its credit risk management and further improve its performance.
Compensation systems comparison between gp & robiRano Biswas
The compensation structure of Grameenphone & Robi is designed in such a manner that attracts, retains and motivates qualified and skilled employees at all levels.
Project report on Performance Appraisal of BSNLVipul Sachan
This document provides an overview of Bharat Sanchar Nigam Limited (BSNL), the largest telecommunications company in India. Some key points:
- BSNL was formed in 2000 and provides both fixed line and mobile phone services across India except Delhi and Mumbai.
- It has over 64 million customers and offers services like landlines, mobile, broadband, and intelligent networks.
- BSNL aims to add over 100 million more customers by 2010 but faces challenges from intense competition and criticism over poor customer service.
- Improving customer service and retaining fixed line customers will be important for BSNL's future success in the growing Indian telecommunications market.
The document is a report on the practical training completed by Vaibhavi Yogesh Shah at Kotak Mahindra Bank Ltd from May 14, 2013 to June 15, 2013. It provides an overview of Kotak Mahindra Bank, including its vision, history, products and services offered such as savings accounts, current accounts, and loans. The report also describes the various branches, awards received, and milestones achieved by Kotak Mahindra Bank since its establishment in 1985.
This document provides an overview of NPA (non-performing asset) management in J&K Bank, a bank based in Jammu and Kashmir, India. It begins with background on the banking industry and J&K Bank itself. It then discusses the issues caused by high NPAs, various techniques for managing and reducing NPAs, and how J&K Bank specifically addresses NPA management. Key points include defining NPAs, outlining the problems they cause banks, discussing securitization as an NPA management strategy, and comparing J&K Bank's NPA levels to other Indian banks. The document contains details on J&K Bank's profile, services, and past financial performance to provide context.
The document discusses the human resource management practices of Akij Group, one of the largest conglomerates in Bangladesh with over 50,000 employees, outlining their recruitment and selection process, training opportunities, compensation and benefits, and compliance practices for their various business units. It also includes an organizational chart of Akij Group and lists their 26 business units across various industries.
This document provides guidelines for writing an internship report, including requirements for the preliminary matter, text, and back matter sections. The preliminary matter must include a title page, approval page, acknowledgements, table of contents, and lists of tables/figures. The text should include an introduction with objectives and methodology, industry and organization overviews, activities analysis, and conclusion. The back matter must contain references in APA format and any appendices. Other guidelines specify formatting details like font, margins, pagination, and general writing style.
This document summarizes the compensation practices of Robi, a telecommunications company in Bangladesh. It outlines the major components of Robi's compensation package, including basic salary, incentives, employee benefits, and performance-based pay. It provides details on Robi's salary structure, bonuses, provident fund, leaves, allowances for travel, and non-financial benefits. In conclusion, it finds that Robi has a sophisticated compensation system to ensure employee well-being and notes its impact on performance, while also recommending some areas for improvement.
The document provides an overview of loans and advances provided by commercial banks. It discusses key concepts like meaning of loans and advances, types of loans including term loans, demand loans, cash credits and overdrafts. It also describes the utility of loans and advances for businesses, difference between borrowing rate and lending rate for banks, and procedures for granting different types of loans and advances. The document is an introductory chapter that lays the foundation for understanding various aspects of loans and advances.
Introduction to PTCL
Financial Statements of PTCL
Ratios Analysis of PTCL Financial Statements
Strategic Management of PTCL
PEST Analysis
SWOT Analysis
Financial Performance Analysis Of Janata Bank LimitedHasnan Imtiaz
This document provides an overview and analysis of a report on the financial performance of Janata Bank Ltd. It begins with an introduction to the bank, describing its role in Bangladesh's economy and financial system. It then outlines the objectives, methodology and scope of the report, which includes analyzing Janata Bank's financial statements from 2009-2013 to identify strengths and weaknesses. The document provides context on the bank's background, objectives, and awards it has received. It describes the report's purpose as evaluating the bank's past financial performance to help inform management decision-making.
The document provides an overview of Goods and Services Tax (GST) in India. It discusses key aspects of GST including its introduction in 2017 to replace multiple indirect taxes, key features such as dual CGST and SGST taxes and a destination-based consumption tax model. It also outlines the chapter structure which covers topics like the impact of GST on different sectors, the registration and return filing process, and conclusions.
National bank of Pakistan (nbp) swot analysisiqra ishfaq
The document analyzes the SWOT of National Bank of Pakistan. Some key strengths include being the first nationalized commercial bank, having a large branch network of over 1200 domestic and 22 overseas branches, and providing services like ATMs, online banking, and acting as an agent for the state bank. Weaknesses include less computerization, uneven work distribution, and favoritism in recruitment. Opportunities lie in growing the banking system through technology adoption. Threats include new competitors providing better services, customer dissatisfaction, outdated systems, and political pressure.
This document provides an overview of the rural banking industry in India. It notes that while urban India has over 100% banking penetration, rural India lags behind at only 19% penetration due to issues with both access to and usage of financial services in rural areas. Access is limited by factors like lack of infrastructure and physical distance to branches, with only 7% of villages having a bank branch. Usage is constrained by illiteracy and incomplete service offerings that don't meet rural needs as well as high transaction costs. The banking industry is recognizing the potential of rural segments but more work needs to be done to expand access and encourage usage of financial services in rural India.
A study that will facilitate in knowing whether it is lucrative or not to invest in Tata Steel .
An extensive report on investment analysis which consist of both fundamental and technical analysis.
Competitive strategies of mobile operators in bangladeshNabil Masrur
- The document discusses the competitive mobile phone market in Bangladesh, which liberalized in 1989 and has since grown exponentially.
- It describes the competitive forces between operators, including traditional competitors lowering prices, new entrants attracting customers, substitute services emerging, powerful customers switching easily, and both few and many suppliers controlling costs.
- Operators employ strategies like lowering costs, differentiation, focusing on niches, and strengthening customer/supplier relationships to deal with these forces. However, some practices were seen as unethical.
- Recommendations include faster network development, ensuring fair competition, constant innovation, and enforcing a level playing field.
The document provides information about IDLC Finance Limited, including:
- Limitations the author faced during their internship such as political instability and inability to access some data.
- An overview of IDLC's organizational structure, history, subsidiaries, products and services.
- Financial analysis of IDLC including details of assets, loans, deposits, and key performance metrics.
- Details of IDLC's consumer division and consumer loan products like home loans and car loans.
State Bank of India (SBI) is India's largest bank with over 14,000 branches and 32,000 ATMs. It was established in 1955 and nationalized in 1969. SBI has a large domestic and international presence with over 180 overseas offices. Some key points:
- Deposits have risen to Rs. 12 trillion with 15% annual growth, while advances crossed Rs. 10 trillion with 21% growth.
- It has expanded its branch network by 719 branches to a total of 14,816 branches, with 66% located in rural/semi-urban areas.
- SBI has subsidiaries in Canada, California, and several other countries around the world.
- Major
Sip report on NPA analysis at Bandhan BankAnjaliSingh748
Bandhan Bank was originally established as GRUH Finance in 1988 as a housing finance subsidiary of HDFC. It focused on providing loans in rural areas of India. In 2019, GRUH Finance merged with Bandhan Bank. Bandhan Bank began as a microfinance institution in 2001 in West Bengal. It received a banking license in 2014 and became a universal bank. The document discusses the history and operations of Bandhan Bank and its subsidiary GRUH Finance, which provides home loans across rural India. It also provides an overview of the banking industry and structure in India.
This document is a project report on comparing the success rates of two technical indicators - candlestick patterns and relative strength index (RSI) - for crude oil trading. The objectives are to analyze candlestick and RSI operations on crude oil globally through a commodities company, ensure the success and failure rates of candlestick and RSI at different points, and compare RSI calculations to candlestick values. The report provides an introduction to the commodity markets industry in India and outlines the limitations of the study.
This document provides an overview and summary of the internship report completed by Muhammad Umar at the National Bank of Pakistan, Main Branch in Islamabad. It begins by acknowledging those who helped with completing the report. The report explains the challenges faced in gathering data as an intern at NBP due to the bank's high workloads. It summarizes the purpose of the internship program and methodology used in the report. The report then provides high-level summaries of the chapters which analyze NBP's company background, board of directors, departments, services, SWOT analysis and competitive analysis.
The State Bank of Pakistan was established in 1948 as the central bank of Pakistan after the partition of British India. At the time of partition, Pakistan lacked a central banking system as most banks were headquartered in India. The SBP was created through an ordinance to regulate monetary policy and banking in Pakistan.
As the central bank, the main responsibilities of the SBP include regulating the country's money supply and ensuring the soundness of the financial system through regulating banks and managing foreign exchange reserves. The SBP also aims to promote economic growth through various developmental functions. It serves as the bank of the government and lender of last resort to commercial banks.
The SBP faces challenges in controlling credit growth due to factors
This document discusses PTCL, the largest telecommunications company in Pakistan. It provides an overview of PTCL, including its products and services, competitors, suppliers, and SWOT analysis. It also describes PTCL's vision, mission, marketing mix involving the 4Ps, distribution process, and relationship management approach including serving internal and external customers.
The bank of punjab presentation last nightArfan Afzal
This document provides information about The Bank of Punjab. It discusses that the bank operates as a scheduled commercial bank with over 254 branches across Pakistan. It offers various banking services like deposits, remittances, loans for business, agriculture, and consumers. The bank has received credit ratings of AA- for long term and A1+ for short term. It aims to support small farmers through schemes like Kissan Dost Agriculture Finance. The document outlines the bank's leadership, divisions, products, branches, competitors, and customer service strategies.
This document provides a synopsis for a study analyzing the financial performance of L&T Finance Holdings using ratio analysis. The study aims to evaluate the company's liquidity, solvency, profitability, and overall financial position. It will collect primary data from company finance staff and secondary data from sources like journals and the internet. The analysis will be presented in chapters covering the company profile, research methodology, data analysis and interpretation, findings and suggestions.
This document provides a presentation on the business level strategies of Grameenphone Ltd., a leading telecommunications provider in Bangladesh. It discusses Grameenphone's ownership structure as a joint venture between Telenor and Grameen Telecom Corporation. It also summarizes Grameenphone's business level strategies around distinguishing its product offerings, expanding its network, and increasing market share. Finally, it reviews Grameenphone's evolution and history of growth since its founding in 1997 to become the dominant mobile provider in Bangladesh.
Problems & prospects of merger and acquisition In Nepalapichek
This document discusses mergers and acquisitions (M&A) among banking and financial institutions (BFIs) in Nepal. It outlines reasons for M&A including liquidity crisis, capital requirements, and increased competition from an open financial market. Major provisions and problems related to M&A are described, such as due diligence audits, management issues, and valuation discrepancies. Several BFI mergers that have occurred in Nepal are listed. The document concludes that M&A can help firms survive but challenges include integrating culture and addressing unused problems from improper due diligence.
This document discusses good practices for employee retention strategies based on research from the Saratoga Institute. It finds that the top reasons employees leave are lack of growth opportunities, lack of supervisor support, compensation, and boring work. Good practices for retention include matching expectations to reality, selecting the right talent, providing coaching, offering career advancement, making employees feel valued through recognition, reducing work-life imbalance stress, and inspiring confidence in leaders. Specific company examples show approaches like career development meetings, job title changes, team building activities, and work-life balance policies. An "employee of choice" model is presented to enhance retention overall.
The document is a curriculum vitae for Yogalaksmi A, an HR manager with over 10 years of experience. It outlines her objective of working in a challenging global environment, areas of expertise including HR policies and procedures, and organizational experience managing HR functions for two companies. It also provides details of her job responsibilities, achievements, education qualifications and skills.
This document summarizes the compensation practices of Robi, a telecommunications company in Bangladesh. It outlines the major components of Robi's compensation package, including basic salary, incentives, employee benefits, and performance-based pay. It provides details on Robi's salary structure, bonuses, provident fund, leaves, allowances for travel, and non-financial benefits. In conclusion, it finds that Robi has a sophisticated compensation system to ensure employee well-being and notes its impact on performance, while also recommending some areas for improvement.
The document provides an overview of loans and advances provided by commercial banks. It discusses key concepts like meaning of loans and advances, types of loans including term loans, demand loans, cash credits and overdrafts. It also describes the utility of loans and advances for businesses, difference between borrowing rate and lending rate for banks, and procedures for granting different types of loans and advances. The document is an introductory chapter that lays the foundation for understanding various aspects of loans and advances.
Introduction to PTCL
Financial Statements of PTCL
Ratios Analysis of PTCL Financial Statements
Strategic Management of PTCL
PEST Analysis
SWOT Analysis
Financial Performance Analysis Of Janata Bank LimitedHasnan Imtiaz
This document provides an overview and analysis of a report on the financial performance of Janata Bank Ltd. It begins with an introduction to the bank, describing its role in Bangladesh's economy and financial system. It then outlines the objectives, methodology and scope of the report, which includes analyzing Janata Bank's financial statements from 2009-2013 to identify strengths and weaknesses. The document provides context on the bank's background, objectives, and awards it has received. It describes the report's purpose as evaluating the bank's past financial performance to help inform management decision-making.
The document provides an overview of Goods and Services Tax (GST) in India. It discusses key aspects of GST including its introduction in 2017 to replace multiple indirect taxes, key features such as dual CGST and SGST taxes and a destination-based consumption tax model. It also outlines the chapter structure which covers topics like the impact of GST on different sectors, the registration and return filing process, and conclusions.
National bank of Pakistan (nbp) swot analysisiqra ishfaq
The document analyzes the SWOT of National Bank of Pakistan. Some key strengths include being the first nationalized commercial bank, having a large branch network of over 1200 domestic and 22 overseas branches, and providing services like ATMs, online banking, and acting as an agent for the state bank. Weaknesses include less computerization, uneven work distribution, and favoritism in recruitment. Opportunities lie in growing the banking system through technology adoption. Threats include new competitors providing better services, customer dissatisfaction, outdated systems, and political pressure.
This document provides an overview of the rural banking industry in India. It notes that while urban India has over 100% banking penetration, rural India lags behind at only 19% penetration due to issues with both access to and usage of financial services in rural areas. Access is limited by factors like lack of infrastructure and physical distance to branches, with only 7% of villages having a bank branch. Usage is constrained by illiteracy and incomplete service offerings that don't meet rural needs as well as high transaction costs. The banking industry is recognizing the potential of rural segments but more work needs to be done to expand access and encourage usage of financial services in rural India.
A study that will facilitate in knowing whether it is lucrative or not to invest in Tata Steel .
An extensive report on investment analysis which consist of both fundamental and technical analysis.
Competitive strategies of mobile operators in bangladeshNabil Masrur
- The document discusses the competitive mobile phone market in Bangladesh, which liberalized in 1989 and has since grown exponentially.
- It describes the competitive forces between operators, including traditional competitors lowering prices, new entrants attracting customers, substitute services emerging, powerful customers switching easily, and both few and many suppliers controlling costs.
- Operators employ strategies like lowering costs, differentiation, focusing on niches, and strengthening customer/supplier relationships to deal with these forces. However, some practices were seen as unethical.
- Recommendations include faster network development, ensuring fair competition, constant innovation, and enforcing a level playing field.
The document provides information about IDLC Finance Limited, including:
- Limitations the author faced during their internship such as political instability and inability to access some data.
- An overview of IDLC's organizational structure, history, subsidiaries, products and services.
- Financial analysis of IDLC including details of assets, loans, deposits, and key performance metrics.
- Details of IDLC's consumer division and consumer loan products like home loans and car loans.
State Bank of India (SBI) is India's largest bank with over 14,000 branches and 32,000 ATMs. It was established in 1955 and nationalized in 1969. SBI has a large domestic and international presence with over 180 overseas offices. Some key points:
- Deposits have risen to Rs. 12 trillion with 15% annual growth, while advances crossed Rs. 10 trillion with 21% growth.
- It has expanded its branch network by 719 branches to a total of 14,816 branches, with 66% located in rural/semi-urban areas.
- SBI has subsidiaries in Canada, California, and several other countries around the world.
- Major
Sip report on NPA analysis at Bandhan BankAnjaliSingh748
Bandhan Bank was originally established as GRUH Finance in 1988 as a housing finance subsidiary of HDFC. It focused on providing loans in rural areas of India. In 2019, GRUH Finance merged with Bandhan Bank. Bandhan Bank began as a microfinance institution in 2001 in West Bengal. It received a banking license in 2014 and became a universal bank. The document discusses the history and operations of Bandhan Bank and its subsidiary GRUH Finance, which provides home loans across rural India. It also provides an overview of the banking industry and structure in India.
This document is a project report on comparing the success rates of two technical indicators - candlestick patterns and relative strength index (RSI) - for crude oil trading. The objectives are to analyze candlestick and RSI operations on crude oil globally through a commodities company, ensure the success and failure rates of candlestick and RSI at different points, and compare RSI calculations to candlestick values. The report provides an introduction to the commodity markets industry in India and outlines the limitations of the study.
This document provides an overview and summary of the internship report completed by Muhammad Umar at the National Bank of Pakistan, Main Branch in Islamabad. It begins by acknowledging those who helped with completing the report. The report explains the challenges faced in gathering data as an intern at NBP due to the bank's high workloads. It summarizes the purpose of the internship program and methodology used in the report. The report then provides high-level summaries of the chapters which analyze NBP's company background, board of directors, departments, services, SWOT analysis and competitive analysis.
The State Bank of Pakistan was established in 1948 as the central bank of Pakistan after the partition of British India. At the time of partition, Pakistan lacked a central banking system as most banks were headquartered in India. The SBP was created through an ordinance to regulate monetary policy and banking in Pakistan.
As the central bank, the main responsibilities of the SBP include regulating the country's money supply and ensuring the soundness of the financial system through regulating banks and managing foreign exchange reserves. The SBP also aims to promote economic growth through various developmental functions. It serves as the bank of the government and lender of last resort to commercial banks.
The SBP faces challenges in controlling credit growth due to factors
This document discusses PTCL, the largest telecommunications company in Pakistan. It provides an overview of PTCL, including its products and services, competitors, suppliers, and SWOT analysis. It also describes PTCL's vision, mission, marketing mix involving the 4Ps, distribution process, and relationship management approach including serving internal and external customers.
The bank of punjab presentation last nightArfan Afzal
This document provides information about The Bank of Punjab. It discusses that the bank operates as a scheduled commercial bank with over 254 branches across Pakistan. It offers various banking services like deposits, remittances, loans for business, agriculture, and consumers. The bank has received credit ratings of AA- for long term and A1+ for short term. It aims to support small farmers through schemes like Kissan Dost Agriculture Finance. The document outlines the bank's leadership, divisions, products, branches, competitors, and customer service strategies.
This document provides a synopsis for a study analyzing the financial performance of L&T Finance Holdings using ratio analysis. The study aims to evaluate the company's liquidity, solvency, profitability, and overall financial position. It will collect primary data from company finance staff and secondary data from sources like journals and the internet. The analysis will be presented in chapters covering the company profile, research methodology, data analysis and interpretation, findings and suggestions.
This document provides a presentation on the business level strategies of Grameenphone Ltd., a leading telecommunications provider in Bangladesh. It discusses Grameenphone's ownership structure as a joint venture between Telenor and Grameen Telecom Corporation. It also summarizes Grameenphone's business level strategies around distinguishing its product offerings, expanding its network, and increasing market share. Finally, it reviews Grameenphone's evolution and history of growth since its founding in 1997 to become the dominant mobile provider in Bangladesh.
Problems & prospects of merger and acquisition In Nepalapichek
This document discusses mergers and acquisitions (M&A) among banking and financial institutions (BFIs) in Nepal. It outlines reasons for M&A including liquidity crisis, capital requirements, and increased competition from an open financial market. Major provisions and problems related to M&A are described, such as due diligence audits, management issues, and valuation discrepancies. Several BFI mergers that have occurred in Nepal are listed. The document concludes that M&A can help firms survive but challenges include integrating culture and addressing unused problems from improper due diligence.
This document discusses good practices for employee retention strategies based on research from the Saratoga Institute. It finds that the top reasons employees leave are lack of growth opportunities, lack of supervisor support, compensation, and boring work. Good practices for retention include matching expectations to reality, selecting the right talent, providing coaching, offering career advancement, making employees feel valued through recognition, reducing work-life imbalance stress, and inspiring confidence in leaders. Specific company examples show approaches like career development meetings, job title changes, team building activities, and work-life balance policies. An "employee of choice" model is presented to enhance retention overall.
The document is a curriculum vitae for Yogalaksmi A, an HR manager with over 10 years of experience. It outlines her objective of working in a challenging global environment, areas of expertise including HR policies and procedures, and organizational experience managing HR functions for two companies. It also provides details of her job responsibilities, achievements, education qualifications and skills.
The document discusses good practices for employee retention strategies based on research from the Saratoga Institute. It finds that the top reasons employees leave their jobs are related to lack of career growth opportunities, poor support and respect from supervisors, and low compensation. Effective retention strategies discussed in the document include selecting the right candidates for jobs, providing coaching and feedback, offering career advancement paths, making employees feel valued through recognition programs, reducing work-life imbalance, and inspiring confidence in leadership. Specific company examples are provided that implement tactics like career mapping, regular performance discussions, motivational vouchers, and emphasis on teamwork and communication to boost employee engagement and retention.
The document discusses job analysis conducted at Sahara Hospitality. It provides details on their job analysis process, sources of job data collection, job descriptions for different roles in HR, Marketing and Finance departments, and challenges faced in job analysis. The process involves collecting job data through methods like observation and interviews, developing job descriptions and specifications, evaluating jobs, and understanding promotion cycles for different roles. Job analysis helps organizations understand role requirements and develop employees. It also provides career progression insights for individuals.
CDA Strategic Performance Management System Revisedjo bitonio
This document outlines guidelines for implementing a Strategic Performance Management System (SPMS) at the Civil Service Commission. It discusses:
1. The four stages of the SPMS cycle: planning, monitoring, evaluation, and rewarding.
2. Key elements like setting goals aligned with the agency's mandate, using output-based measures, and a team approach.
3. Roles of different players like the SPMS Champion, Human Resource Management Office, and Performance Management Team in setting targets, monitoring performance, and assessing ratings.
4. Minimum requirements like user-friendly forms, an information system to track performance, and clear communication about the new policies.
This document discusses succession planning and outlines some key points:
1. Succession planning involves identifying and developing talent to fill future leadership needs in an organization. It is a proactive, ongoing process.
2. Succession planning aims to ensure leadership continuity and retain intellectual capital. It also encourages individual growth. The CEO, senior managers, HR, and department heads all share responsibility for succession planning.
3. Effective succession planning assesses critical positions, identifies and evaluates potential successors, develops talent through training plans, and monitors progress through reviews. It aims to have the right people ready to fill key roles when needed.
Unit 1 Performance Management Overview.pptCityComputers3
Performance management is defined as a continuous process that aligns individual and team goals with the strategic goals of the organization. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that ensures employee activities are congruent with organizational objectives in order to improve performance and gain a competitive advantage. Effective performance management creates a high-performance culture, improves organizational efficiency, ensures quality service, and links individual performance to strategic goals.
This job description is for a senior HR officer position. The key responsibilities include identifying training needs, designing development programs, performing appraisals, evaluating training programs, and maintaining employee records. The position reports to the manager of HR and requires a minimum of 5 years of general experience in human resources and 2 years of experience specific to this position. A bachelor's degree and training courses in HR functions are required.
Week 1 - Introductions Basics & Principles of Performance Management.pdfIfzalAhmad2
Performance management is a continuous process that aligns individual and team goals with organizational strategic goals. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that identifies, measures, and develops individual and team performance in a way that aligns with organizational strategic goals. Performance management aims to improve performance through setting goals, providing feedback, and developing employees. It helps organizations improve efficiency, achieve strategic objectives, and increase employee motivation.
Renu Rajput has over 3 years of experience in HR roles. She has a MBA in HR and is currently seeking new opportunities. Her experience includes positions at Videocon Pvt Ltd as an HR Executive and Reliance Communication as an HR Coordinator. Her responsibilities included onboarding, training, performance management, and employee engagement.
Getting The Best Out Of Your People - webinarG&A Partners
In today's business environment business owners must understand what motivates their employees so that they can reduce turnover and absenteeism, boost individual performance and create customer loyalty to ensure the long term success of the company. Jose Laurel takes an in-depth look at strategies that will help you align and manage goals, document performance and develop a plan for the Performance Management Process.
The document discusses two in-demand careers in human resources: compensation and benefits manager and training and development specialist. Compensation and benefits managers create benefits packages, determine pay rates, and analyze financial data, typically requiring a bachelor's degree in business, 5 years of HR experience, and paying $54,000 - $95,000 annually. Training and development specialists plan and administer employee training programs, requiring a bachelor's degree in business or related field, 5 years of relevant experience, and paying $31,000 - $55,000 annually. Both careers are expected to see increased demand due to changing organizational needs.
Noopur Maurya has over 2.9 years of experience in human resources for an automobile manufacturing company. She handles all core HR functions such as recruitment and selection, performance management, training and development, and employee engagement. Her responsibilities also include policy development, succession planning, and generating HR reports and analytics. She has an MBA in HR and is proficient in Microsoft Office applications.
Shambhawi Singh is a young and energetic HR professional with over 5 years of experience seeking a challenging role that utilizes her skills and expertise. She has extensive experience in recruitment, performance management, training and development. She is proficient in SAP modules related to HR and possesses strong communication, analytical and problem solving skills. She holds a PGDM in HR and is SAP certified.
Sunitha G is seeking a senior managerial role in operations management. She has over 9 years of experience in roles such as Assistant Manager for Quality and Training at Ola, Group Leader and Assistant Manager at Justdial, and Team Leader and Subject Matter Expert at other companies. Her experience includes training, recruitment, performance monitoring, process management, and achieving targets. She is proficient in English, Hindi, Kannada and Telugu.
Motivation and retention standard charcter presentationRehan Ahmed
The document discusses staff motivation and retention strategies at Standard Chartered Bank. It provides an overview of the bank's history and global presence. It then outlines the bank's performance management process, which evaluates employees annually on a scale of Excellent, Satisfactory, Average, and Unsatisfactory. Reward and promotion criteria are based on performance. The bank uses various engagement activities and a reward policy tied to its business strategy to motivate employees and drive performance.
The document discusses performance appraisals, including their definition, purpose, elements, characteristics of effective appraisals, and obstacles to effective appraisals. Performance appraisals are used to review employee performance, provide feedback, identify training needs, and inform personnel decisions. They should be systematic, impartial, and involve setting goals, measuring performance, and providing feedback. Effective appraisals clearly define standards and purposes, train evaluators, and have management support.
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Similar to Human Resource Plan of Grameenphone (20)
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https://www.oeconsulting.com.sg/training-presentations]
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5. Human Resource Strategies
• Human resource planning
Analyzing Organizational Objectives
Inventory of Present Human Resources
Forecasting Demand and Supply of Human Resource
Formulating the Human Resource Action Plan
10. Job Description
• Job title.
• All the duties.
• the authority and responsibilities.
11. Job Specification
• There are minimum educational as well as experience
qualification for every post from Managing director to first
line officer.
• There are also required qualifications for promotion in a
certain post.
12. Job Evaluation
•The compensation and benefits provide based on
the job evaluation.
•GP doesn’t provide compensation due to its
confidential and negotiable.
13. Succession Planning
Succession planning means identifying and
developing internal potential personnel to
who can replace old leaders when they leave,
retire or die. It helps organization to prepare
for unexpected vacancies and strengthens
relationship between senior management and
employee.
14. Objectives of Succession Planning
To identify the potential
employees who might be
the next leader.
To ensure smooth
functioning and mitigate
unnecessary hassle when
an employee leaves for
any reason.
15. Organizational Structure of GP
CEO
CFO COO/CTOCHRO
Budget planning
Audit
Financing
Recruiting
T & D
Per. Evaluation
Marketing
Promotion
IT
17. Required employee skills (RECRUITMEN
JobTitle Responsibility Requirements
CEO
• Formulating profitable
business policies and
strategies to meet the goal.
• Ability to see and achieve big
picture.
• Lead and motivate
subordinates to ensure
employee engagement and
develop a productive
•Minimum five (5) years
experiences in managerial
position.
•Master’s in business
administration or relevant field
from a reputed university.
•Strong leadership skills
•Excellent communication &
Problem solving skills.
•Management skills and
20. Required employee skills (RECRUITMEN
JobTitle Responsibility Requirements
CFO
• Execute the financial strategy of
the company.
• Manage financial controls and
accounting procedures.
• Ensure full transparency over
the financial performance of the
company.
• Support the CEO with the
preparation of monthly and
•BBA on Finance or Accounting
MBA(preferred).
•Professional accounting
designation.
•5-7 years of senior financial
managerial position
•Understand all the function of
Financial aspects.
•Results-oriented, strategic thinker
and planner.
23. Required employee skills (RECRUITMEN
JobTitle Responsibility Requirements
CMO
• Execute the marketing strategy
of the company.
• Manage sales controls and
operation procedures.
• Provide advice on how to
increase customer demand.
• Propose action plans to ensure
maximum sales and service over
the year.
• Support the CEO with the
preparation of innovative
marketing plans.
•BBA in Marketing, MBA
(preferred).
•5 years’ experience in a senior
marketing managerial position.
•Exceptional communication skills,
including proficiency in multiple
language.
•Results-oriented, innovative,
26. RECOMMENDATIONS
• Grameenphone should give more concentration to attract &
retain employee.
• Recruitment and selection process is time consuming so GP
should review the recruitment & selection policy.
• Grameenphone should have formal employee merit review
process