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  1. 1. Chapter-01 <br /> INTRODUCTION<br />Introduction:<br />Human Resource Management is the process of developing, applying and evaluating policies, procedures, methods and programs relating to the individual in the organization. Human resource management includes Human Resource Planning, recruiting, selection, training and development, compensation, performance management and employee development. Effective human resource practices relate to company performance by contributing to employee and customer satisfaction, innovation, productivity, and development of a favorable reputation of the firm in the industry. <br />Objective of the Report<br />The objective of the term paper is to highlight the process of employee testing and selection of Standard Chartered Bank which includes various HR issues, conditions, rules, policies and procedures that guide the work of an employee in the organization. <br />Broad Objectives:<br /> “A report on the Process of Employee Testing and Selection Human Resource Of standard Chartered Bank”<br />Specific Objective: <br />To find out the Process of Employee Testing <br />To identify the Process of employee selection<br />To find out linking HR planning practices to competitive advantage.<br />Scope<br />The scope of the term paper will limit to the human resource issues of the organization only. The contents of the term paper will be the best possible information available thus preserving the confidentiality of the company’s policies and procedures. <br />Limitations:<br />To produce the report we faced lots of limitations and obstacles. At times we were thinking that we would fail to submit the report on time. But thanks to Almighty that was not happen. The limitations are:<br />The report will be far more informative and acceptable if we would have the proper cooperation from the managers.<br />In spite of assuring them, they were not that much free flower of their information.<br />Lake of research is also one of the main obstacles to prepare the report properly.<br />Time limitation and the busyness of the labs are also the part of our limitations.<br />But among these we believe lakes of information are the main limitation of our report.<br />Report Preview: <br />We have given the over view of the Standard Charter Bank.<br />We have given the theoretical discussion on the topics.<br />We showed the organizational Behavior practices in the bank.<br />We have given the conclusion and recommendation. <br /> <br /> Chapter-02<br /> Literature Review: <br />Human resources management includes a variety of activities , and among them is deciding what staffing needs an organization has and whether to use independent contractors or hire employees to fill these needs , recruiting and training the best employees , ensuring they are high performers , dealing with performance issues and ensuring the personnel and management practices conforms to various regulations. Activities also include managing their approach to employee benefits and compensation, employee record and personnel policies. <br />HRM practices have shown to be valuable to any company’s success. Thus to be successful in a global market place, the challenge for all businesses regardless of size is to invest in human resources. They need to select and retain talented employees, undertake employee training and development programs and dismantle traditional bureaucratic structures that limit employee’s ability to be innovative and creative. <br />The commonly practices HR activities include the following: <br />HR Planning<br />Recruiting<br />Selection<br />Training and Development<br />Compensation<br />Performance Management<br />Employee relation<br />World-class organization use performance measurement systems to determine whether they are fulfilling their vision and meeting their customer-focused strategic goals. Leading-edge organizations use performance measurement to gain insight into, and make judgments about, the effectiveness and efficiency of their programs, processes, and people. These best-in-class organization decide on what indicators they will use the measure their progress in meeting strategic goals and objectives, gather and analyze performance data and then use those data to drive improvements in their organization and successfully translate strategy into action. <br />Thus in today’s organizations, the use of Strategic Human Resource Management information is to help set agree-upon performance goals, allocate and prioritize resources, inform managers to either confirm or change current policy or program directions to meet those goals , and report on the success in meeting those goals. <br /> Chapter-03<br />Methodology of Study:<br /> We actually went through many phases for research method. We have followed the guideline supplied by our honorable instructor M. Akbar Ali (DIG, Bangladesh Police). The information related to the project has been collected from the Standard Chartered Bank, Motijheel Branch. The methodology adopted is as follows:<br />Collection of data by conducting interviews of officials of the Bank<br />Frequent visits <br />Internet Search<br />Study of Bank’s annual reports<br />A comprehensive study of the literature has been carried out the see the factors that help in achieving a competitive advantage in a dynamic banking environment<br />Primary Data <br />Most of the absolute data has been collected from the internet. Bank data and HR data has been gathered from the HR personnel of Slandered chartered bank.<br />Secondary Data <br />Other information such as bank analysis, Bank profile was unruffled from the internet. <br /> <br /> Chapter-04<br />Background of the Bank<br />STANDARD CHARTERED BANK: AN OVERVIEW<br />Standard Chartered Bank (SCB) PLC is an international bank group that is incorporated in the UK with its Headquarters at 1 Alderman buries Square, London. The group operations are mainly concentrated in Asia, Africa and the Middle East and its operation is segmented under six regions: LTK, Europe, Middle East, South Asia, South East Asia and the USA. Globally, the SCB group owns an array of key resources that include:<br />A network of 600 offices in more than 50 countries.<br />A staff of about 28000 people managing assets worth 47.65 billion<br />Globally, SCB specializes in personal, corporate, institutional and personal finance and custodial services. The bank excels in providing the most efficient, consistent and timely services and are the multinational bank in the Middle East, South Asia and North African regions.<br />SCB has maintains correspondent relationship with over 600 banks in 157 countries around the world. At the global level, SCB operates with some key strategies that are quite unique to other banks such as:<br />To build and grow strong businesses in Middle East, South Asia and Far East Asia<br />Capitalize on the good track record created by its more than 150 years of operations in these regions by building unique position and image among the target customer segment and being responsive the needs and serve the needs better than the competitors.<br />Concentrate operations in those activities that have bear direct impact on the communities of the countries and help the country and its economy prosper and in the same time earn profit in ethical way. <br />SCB tries to implement these strategies by –“ensuring a proper agglomeration of good corporate governance and sound human resources development to build a solid workforce”.<br /> HISTORY OF STANDARD CHARTERED BANK IN BRIEF<br />SCB has a history of more than 150 years. The name “Standard” stems from the two original banks from which it was founded-“Chartered Bank” of India, Australia and China and “Standard Bank” of British South Africa.<br />Chartered bank was established in 1853 by a Royal Charter granted by Queen Victoria of England. The main person behind the Chartered Bank was a Scot, James Wilson who had also started “The Economist” still one of the most eminent publications today. He foresaw the advantages of financing the growing trade links with the areas in the East, where no other financial institution was present that time widely. Standard Bank was founded by another Scot, John Peterson 1862. He immigrated to Cape Province in South Africa and became a successful merchant before founding “The Eastern Province Herald” which still is published today. Coming from similar background, he too like Wilson saw great opportunity through linking of business between Europe and South Africa.<br />The merger between these two banks occurred in 1969. On January 30, 1970 the shares of the newly formed Standard Chartered Banking Group Limited were listed in the London Stock exchange. Becoming stronger after merger, Standard Chartered Bank PLC embarked on a vigorous mission to expand its business in Europe and the USA. In the last thirty years, Standard Chartered Bank has experienced continuous growth, which led to its becoming one of the top 100 listed banks in the world. It was judged to be the best bank in the Asia-Pacific region in 1993 and 1994 for its rare and excellent service.<br /> Standard Chartered Bank in Bangladesh<br />The Chartered Bank started operating in Bangladesh in 1948, opening a branch in Chittagong. The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia. The Chartered Bank opened another branch in Dhaka in 1966, where it is still headquartered. After the merger of the Chartered Bank with the Standard Bank in 1969, the Standard Chartered Bank took up a program of expansion. It increasingly invested in people; technology and premises as its business grew in relation to the country's economy. In 1993, there was an organizational re-structuring, which led to a substantial expansion of the Bank's business. Today the bank has in total four branches in Dhaka apart from the Chittagong branch, including an offshore branch at the Saver Export Processing Zone. Bangladesh is under the Middle East and South Asia (MESA) region, with the controlling office in Dubai. Its correspondent relationship with Sonali Bank, the largest bank in Bangladesh, gives its customers access to all major centers in the country. Standard Chartered Bank's worldwide network facilitates convenient connections with foreign trade and remittance business. Standard Chartered Bank’s branch banking license in Bangladesh allows it to offer a full range of banking Services. At present the Bank has ten branches in Dhaka, it also have one offshore banking unit inside the Dhaka Export Processing Zone at Saver, one branch in Narayanganj, three branches in Chittagong, one branch in Khulna, one branch in Sylhet, one branch in Bogra. In the year 1999, Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries. Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of rind lays Bank (when it forbears the National Bank of India opened in Chittagong).Standard Chartered Bank took-over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the South East Asian and Middle East operation of the Australia and New Zealand Banking Group. SCB with its 18branches and booths across Bangladesh has employed more than 600 people. The acquisition of ANZ has enabled Standard Chartered Bank (SCB) to access 500,000new customer and 40 branches in India, and this made them one of the biggest banks in this region and of in Bangladesh it is the largest foreign bank. After acquisition, grind lays Bank is a part of Standard Chartered Group. The Bank presently has 18 outlets in 5 cities serving over 1, 25,000 customers in the country. The network of SCB Bank in Bangladesh includes:<br />􀂉 10 Branches in Dhaka city<br />􀂉 1 Branch in Savar EPZ (recently started with full banking operations)<br />􀂉 1 Branch in Narayanganj<br />􀂉 3 Branches in Chittagong<br />􀂉 1 Branch in Khulna<br />􀂉 1 Branch in Sylhet.And 1 Branch in Bogra<br /> Chapter-05<br />The Organization Structure<br />The Standard Chartered Bank in Bangladesh has its headquarters and twenty one branches across the country. While the full range of services is available at the headquarters, other branches offer specific services appropriate for the location. At the headquarters, the bank mainly consists of two divisions <br />Business<br />Support<br />The business division has the following departments:<br />Corporate Banking Group (CBG)<br />Global Markets (GM)<br />Institutional Banking Group (IBG)<br />Consumer Banking (CB)<br />Custodial Services (CUS)<br />The Support division provides assistance to the above business activities and consists following departments:<br />Operations<br />Finance, Administration and Risk Management<br />Information Technology Center<br />Human Resource Department<br />Legal and Compliance<br />External Affairs<br />Credit<br />All the staff members of Standard Chartered Bank belong to an internal trade union known as "Standard Chartered Bank Employees Union" the clauses of which are reviewed and agreed upon every two years. <br />Strategic HRM Practices of Standard Chartered Bank<br />People , rather the employees are the asset of any organization. An organization , whether it is a manufacturing concern or service oriented, cannot function without the active participation of people. Standard Chartered is the world’s leading emerging markets bank. It employs 30,000 people in over 500 offices in more than 50 countries in the Asia Pacific Region, South Asia, the Middle East , Africa , United Kingdom and America. <br />Human Resource Planning:<br />HR planning is a process , which anticipates and maps out the consequences of business strategy on an organization’s human resources. This is reflected in planning of skill and competence needs as well as total headcounts. Every organization needs to be able to forecast and plan for its future people requirements. At Standard Chartered Bank, human resource planning involves forecasting the numbers of people which will needed by the bank, and then working out the best way of obtaining then as and when they are needed.<br />Forecasting: Forecasting is the major function of the bank’s HR department. The forecasting activities include:<br />Workforce numbers in sufficient detail to be useful.<br />Likely changes to the work of the bank.<br />Work force supply – this involves forecasting the variations in the current work force estimated to occur over the following years.<br />Impact on budgets and funding.<br />Who‘s responsible for it?<br />It’s easy to shift responsibility and say that personnel and human resource departments should carry out HR planning, but it should be the concern of every manager. As the Bank operates in a dynamic environment where new and advanced practices are frequently emerging resulting in changing customer’s requirements. <br />Good Practice Indicators:<br />Standard Chartered Bank makes sure that effective human resource planning process is in place when 1. Appropriately skilled people are available to be deployed in the Bank’s to meet forecast work demands.2. The Bank’s structure provides with opportunity for appropriate career development , and is perceived to contribute to effective and efficient work practices.3. Relevant workforce data is readily available to inform management decision making on human resource issues.<br />Standard Chartered Bank‘s Structure:<br />The Bank’s structure is the means by which the work is integrated to ensure that the objectives and activities of individual work teams and departments match the overall goals.The structure of the Bank provides scope for the flexible deployment of people and to promote equity, job satisfaction, motivation and commitment to goals; as well as providing access to career development.<br />Workforce Analysis (Supply and Demand)<br />The effective collection and analysis of workforce statistics trends in the workforce to be considered with the specific requirements for skilled and qualified people to meet the corporate aims to be kept in mind. Workforce statistics and analysis support Bank’s efficiency and effectiveness by providing a firm basis for human resource planning. Any information gathering systems in place should support manages and be responsive to their needs as well as being easily accessible in the workplace. <br />Training & Development:<br />Development is critical to our future business success. Our bank’s performance will only continue to improve if we develop our people –you. To develop our people is to invest in our future. We know you have the motivation to succeed, to be good at your job and progress as far as you can. As Standard Chartered, training is a partnership between the employee and the Bank. The Bank provides a framework within which the employee can identify the training and development needs. Such training provides a consistent standard of management learning throughout Standard Chartered. It also enables the employees to take all of the programs or study for individual modules according to their particular development needs.<br />1. The Initial Two Years:<br />What the employee can expect to experience during initial 2 years training is a blend of core and discretionary elements, such as:1. Induction i.e. the processes that introduces the new entrant to the bank, the employee’s own business or function and particular department.2. Training in specific products or technical skills.3. Work-based assignments in respective business or function i.e. doing a job in a particular department for a period of time.4. Cross-functional attachments – experiencing short period of time spent in another business or support function.<br />2. Long Term Training:<br />These are designed in conjunction with top universities and business schools including postgraduate , MBA.Accreditation Internal<br />3.Orientation:Every staff member joining Standard Chartered Bank has to attend a 2-day comprehensive orientation to get a feel about the Bank and its business. This orientation program provides a good chance to meet with seniors & colleagues and to build up the team spirit.<br />4. Product Training:<br />Product training is provided e.g. cash product training, operational training etc. to help the related staff to learn more about the products that the Bank is providing. <br />5. On-job Training:<br />Staff members are continuously involved in the learning process in the form of on-job training. Thus, a lot of on-job training opportunities and job rotation to increase staff’s exposure are provided.<br />6. Self-learning:<br />The bank sends out CDs and books to staff for them to study on trade knowledge , credit knowledge, etc. and staff will decide when he/she will attend the Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA)<br />7. Management Development Training:<br />In this training program, the employees are given strategic perspectives and business goals management skills; people management, networking and customer focus abilities to better understand and manage their jobs.<br />9. Specific Competency Training:<br />Specific Competence Training is to ensure that the staff excels in product knowledge, regulatory and unique techniques needed for the particular position.<br />10. Learning and Development:<br />Standard Chartered recognizes that it is essential that they have the best people equipped with the right skills and knowledge to perform their roles to the highest standards. They went talented professionals, who seek self-development opportunities including continuing professional development. In return the Bank offers excellent training and development. They focus development on where they believe that they will get the greatest return, by developing employee’s strengths.<br />Recruitment:<br /> The Bank’s Management Trainee Development Scheme takes place in Karachi, where they recruit management trainees. Alternatively, candidates can apply to their local cities. It is the aim of management to recruit young, bright, energetic and enthusiastic graduates and post graduates.<br />1. Who are they recruiting? <br />Bright, young graduate or a postgraduate, who cannot wait to start his/ her career in the financial services industry.<br /> Consistent academic performer throughout his/her education.<br /> Career-oriented person4. Energetic, ambitious, innovative and business-oriented person.<br />2. Recruitment Criteria:<br />Standard Chartered Bank recruits the most talented individuals from the external market to supplement their internal pipeline of talent. Their Human Resources department provides guidance on the us of psychometric tests and has robust recruitment criteria to ensure that all candidates are treated fairly, equally and with respect. It has a global Graduate Recruitment Program; where in the region of 150 graduates are recruited each year on a management trainee program across all businesses , functions and countries.<br />Selection:<br />Standard they are committed to providing equality of opportunity to all employees, regardless of gender, race, nationality, age, disability, ethnic origin, or marital status. They are committed not just to providing equality of opportunity to all employee , but also identifying what unique strengths each individual brings to the roles they carry out and the development of these strengths.<br />Employee health, well-being and safety:<br />Standard Chartered Bank believes that the health and well-being of their employees and their families is important. They are concerned not only about the physical health of their employees , but also their mental and emotional well- being. Standard Chartered has policies & practices that provide for a safe and healthy working environment. They place importance on the safety and well-being of their staff, communities and on the effect its working and operational processes have on the environment. They are continually developing policies and practices designed to maintain the highest appropriate standards.<br />Compensation:<br />At Standard Chartered Bank , the compensation package provided to the employees can be divided into two categories. One comprises of the sales personnel who are compensated on their ability to meet their targets. Second is compensating the executives who are responsible for the overall functions of the Bank.<br />1. Compensating the Sales Force:<br />How the Bank presents itself to its corporate as well as individual customers is dependent upon the ability of its sales force. These are the individuals who take an active approach is getting the message out about the Bank’s products and services. How effectively the sales team markets the Bank and in run, how successful it is , is directly related to the sales compensation program. The key to a successful sales compensation program is achieved in three steps:<br />1. Clearly defining sales goals that are realistic but challenging<br />2. Tracking and measuring performance against goals<br />3. Rewarding achievement with competitive and motivational compensation Sales compensation packages typically comprise one or more of the following components:<br />Base Salary<br />Periodic incentives tied to short-term goals<br />Annual Incentives tied to longer-term sales activities<br />Commission-based incentives<br />Perquisites to facilitate sales efforts<br />2. Executive Compensation:<br />The way the Bank pays its top management plays an important role in motivating the critical performance needed to run it effectively. Base salary is not the only component of the typical executive’s compensation package. Executive compensation packages typically comprise the following components: <br />Reward & Recognition:<br />Standard Chartered Bank aims to reward the talented and high performing employees competitively. They regularly conduct salary surveys to ensure that the reward package remains competitive in the market place. They encourage continuous discussion; encourage regular review of employees performance and development. This provides feedback to the staff about how they are doing. The management links this to both financial and non-financial recognition. In addition to this , the bank provides various incentives in the form of bonuses to encourage the employees and motivate them to continue with their high performance. These include:<br />1. Spot Award + Rs. 5000 as cash prize<br />2. Surprise Award <br />3. Best Performer Award<br />4. Service Quality Award <br />5. YES (Year of Excellent Services) Award<br />Quality of Work Life:<br />This means a job that not only is reasonably safe but also for which the pay is equitable. At Standard Chartered Bank every employee in confident of his job security and has the assurance that he would remain on the job for the agreed period. In addition to this, the workload is equitable divided between the employees and therefore, they work with peace of mind and tranquility , resulting in the overall enhanced performance of the employees.<br />Mutual Commitment:<br />Both the employees and the management try to meet the common objectives. They coordinate their activities to ensure that they are heading towards achieving the established goals and meeting the set targets within the specified time frame. <br />Mutual trust:<br />At Standard Chartered Bank prevails an environment of confidence and mutual trust. The documented employment policies are honestly implemented to the satisfaction of both management and employees.<br />Job Design: <br />Job design comprises of six components. These are: <br />Labor Specialization:<br />The Bank aims at hiring specialized people and their recruiting criteria are based on their knowledge, expertise , past working experience and their exposure to the professional fields. Employee wages are set in accordance with the aforesaid recruitment criteria and most of them are intent with what they earn at Standard Chartered Bank <br />2 Job Expansion:<br />The Bank improves the quality of work life by assigning various tasks to the employees so as to equip them with the different services offered by the Bank. Job expansion includes job enlargement, rotation, enrichment and empowerment.<br /> Psychological Components:<br />For enhancing the skills and abilities of the work force, the psychological components of job design are also catered for by Standard Chartered Bank. These psychological components focus on how to design jobs that meet some minimum psychological requirements of the employees. These components are utilized in accordance with Core Job Characteristics , which suggests that the jobs designated to the various employees in the bank include the following five aspects:<br />1. Skill Variety<br />2. Job Identity <br />3. Job Significance<br />4. Autonomy<br />5. Feedback<br /> Self-Directed Teams:<br />A self-directed team is a group of empowered individuals working together to reach a common goal. At Standard Chartered Bank , these teams are found in almost every department to achieve the set targets. These teams are an integral part of the personal loans, sales and credit cards department where they are established to achieve both, the short-term as well as long term objectives.<br />Motivation and Incentive Systems:<br />Sometimes the psychological components are not enough for motivating the employees. In this case, monetary incentives play a vital role for increasing the commitment of the employees toward their jobs and in return enabling them to have job satisfaction. These monetary incentives and rewards are given in various forms to the employees who act as a strong motivational factor. These could be given as:1. Spot Award + Rs. 5000 as cash prize2. Surprise Award3. Best Performance Award 4. Service Quality Award<br />Ergonomics:<br />Ergonomics is the study of work. It deals with building a good interface between the man and the machines. Keeping this in view, the Bank has been designed in such a way so that the employees are comfortable working there.<br />Performance Management:<br />Traditionally, the formal performance appraisal system has been viewed as the primary means for managing employee performance. Performance appraisal is an administrative duty performed by managers and primarily the responsibility of the HR function. Performance management is the process through which managers ensure that employee activities and outputs are congruent with the organization’s goals. It is central to gaining competitive advantage. <br />Components of Performance Appraisal:<br />At Standard Chartered Bank the components of performance appraisal are in respect of the five W’s that include: Who , What , Why , When and Where of performance appraisal. Who: All employees work under the supervision of managers. Therefore , the manager is the best person to do performance appraisal of his subordinates. What: The appraisal at the organization includes appraisal of current performance as well as the future potential. It also includes evaluation of human traits such as behaviors, interaction with other staff members etc. Why: It is concerned with creating and maintaining a satisfactory level of performance of employee in the present job, highlighting his needs and potential for personal growth. When: It is carried out on yearly basis. The manager uses good work as opportunity to provide positive thrust and uses poor work as a basis for training. Where: The performance appraisal is done in a cordial and friendly environment.<br />Approach of Measuring Performance:<br />The performance of the employees can be determined by making an overall comparison among individual‘s performance. Hence a performance measurement system is developed that incorporates a tool for measuring performance. <br />Appraising Employee Performance:<br />Individual Performance Management:<br />A longstanding question that Standard Chartered Bank and many other organization are still grappling with is whether and how to reward good performance(or , conversely , how to deal with persistent poor performers). One approach used by the bank is to make salary increments or progression on the pay scale conditional on good performance. <br /> Performance Management At Senior Levels:<br />Typically , performance management systems for senior officials include elements additional to performance-pay, such as time-limited contractual appointments. The Bank has adopted this approach. Key features of its system include the following:<br />1. Senior officials are recruited to a unified career structure known as Grade A, which incorporates most top-level positions.<br />2. On the basis of evaluation , the senior position employees are paid a performance bonus.<br />Linking Performance to Promotions:<br />Some have argued tying career advancement to performance is more important than linking performance and pay. Whereas the benefits of pay for performance are uncertain , particularly in the lower echelons, there is no doubt of the need to ensure that the best people rise to management level<br /> Chapter-06<br /> Process of Employee Testing<br />What is Employee Testing?<br />Employment testing is the practice of administering written, oral or other tests as a means of determining the suitability or desirability of a job applicant. The premise is that if scores on a test correlate with job performance, then it is economically useful for the employer to select employees based on scores from that test.<br />We can say it different voice- A test can be defined two different ways. From an assessment standpoint, a test is a standardized series of problems or questions that assess a person’s knowledge, skills, abilities, or other characteristics. From a legal standpoint in the U.S., the Uniform Guidelines on Employee Selection Procedures (1978) defines a test as any method used to make an employment decision. Thus, a tool could be a test under one definition but not under the other (resume reviews are a test from a U.S. legal standpoint, but are typically not standardized in such a way as to be considered a test by most people involved in assessment). In this document, when we refer to employment testing, we mean standardized tools used in hiring, promotion, demotion, membership, referral, retention, and licensing and certification decisions.  <br />Types of testing that are Using By Standard Chartered Bank:<br />There are lots of ways are available for employee testing and selection. We are discussing about some techniques.<br />1. Biographical Data<br />The content of biographical data instruments varies widely, and may include such areas as leadership, teamwork skills, specific job knowledge and specific skills (e.g., knowledge of certain software, specific mechanical tool use), interpersonal skills, extraversion, creativity, etc. Biographical data typically uses questions about education, training, work experience, and interests to predict success on the job. Some biographical data instruments also ask about an individual’s attitudes, personal assessments of skills, and personality.   <br />2. Cognitive Ability Tests <br />Cognitive ability tests typically use questions or problems to measure ability to learn quickly, logic, reasoning, reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs.  Cognitive ability tests assess a person’s aptitude or potential to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet.    <br />3. Integrity Tests <br />Integrity tests assess attitudes and experiences related to a person’s honesty, dependability, trustworthiness, reliability, and pro-social behavior.   These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas. Integrity tests are used to identify individuals who are likely to engage in inappropriate, dishonest, and antisocial behavior at work.  <br />4. Interviews Test<br />Interviews vary greatly in their content, but are often used to assess such things as interpersonal skills, communication skills, and teamwork skills, and can be used to assess job knowledge. Well-designed interviews typically use a standard set of questions to evaluate knowledge, skills, abilities, and other qualities required for the job. The interview is the most commonly used type of test. Employers generally conduct interviews either face-to-face or by phone. (For more information on this topic, see the article entitled, Effective Employee Interviews).   <br />5. Job Knowledge Tests <br />Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions.  Examples of job knowledge tests include tests of basic accounting principles, A+/Net+ programming, and blueprint reading. <br />6. Personality Tests<br />Some commonly measured personality traits in work settings are extraversion, conscientiousness, openness to new experiences, optimism, agreeableness, service orientation, stress tolerance, emotional stability, and initiative or proclivity.  Personality tests typically measure traits related to behavior at work, interpersonal interactions, and satisfaction with different aspects of work.  Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings.    <br />7. Physical Ability Tests<br />Physical ability tests typically use tasks or exercises that require physical ability to perform. These tests typically measure physical attributes and capabilities, such as strength, balance, and speed. <br />8. Work Samples and Simulations <br />These tests typically focus on measuring specific job skills or job knowledge, but can also access more general skills such as organizational skill, analytic skills, and interpersonal skills. Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence. For example, work samples might involve installing a telephone line, creating a document in Word, or tuning an engine. (For more information on this topic, see the article entitled, Work Samples and Simulations). <br />9. Psychological Test<br />A psychological test is an instrument designed to measure unobserved constructs, also known as latent variables. Psychological tests are typically, but not necessarily, a series of tasks or problems that the respondent has to solve. Psychological tests can strongly resemble questionnaires, which are also designed to measure unobserved constructs, but differ in that psychological tests ask for a respondent's maximum performance whereas a questionnaire asks for the respondent's typical performance. A useful psychological test must be both valid (i.e., there is evidence to support the specified interpretation of the test results and reliable (i.e., internally consistent or give consistent results over time, across raters, etc.).<br />It is important that people who are equal on the measured construct also have an equal probability of answering the test items correctly. For example, an item on a mathematics test could be "In a soccer match two players get a red card; how many players are left in the end?"; however, this item also requires knowledge of soccer to be answered correctly, not just mathematical ability. Group membership can also influence the chance of correctly answering items (differential item functioning). Often tests are constructed for a specific population, and this should be taken into account when administering tests. If a test is invariant to some group difference (e.g. gender) in one population (e.g. England) it does not automatically mean that it is also invariant in another population<br />10. Projective tests (Free response measures)<br />Projective tests allow for a freer type of response. An example of this would be the Rorschach test, in which a person states what each of ten ink blots might be.<br />Projective testing became a growth industry in the first half of the 1900s, with doubts about the theoretical assumptions behind projective testing arising in the second half of the 1900s. Some projective tests are used less often today because they are more time consuming to administer and because the reliability and validity are controversial.<br />As improved sampling and statistical methods developed, much controversy regarding the utility and validity of projective testing has occurred. The use of clinical judgment rather than norms and statistics to evaluate people's characteristics has convinced many that projective are deficient and unreliable (results are too dissimilar each time a test is given to the same person). However, many practitioners continue to rely on projective testing, and some testing experts (e.g., Cohen, Anastasias) suggest that these measures can be useful in developing therapeutic rapport. They may also be useful in creating inferences to follow-up with other methods. The most widely used scoring system for the Rorschach is the Exert system of scoring. Another common projective test is the Thematic Apperception Test (TAT), which is often scored with Western’s Social Cognition and Object Relations Scales and Phoebe Cramer's Defense Mechanisms Manual. Both "rating scale" and "free response" measures are used in contemporary clinical practice, with a trend toward the former.<br />Establishing an Effective Employee Testing Program by Standard Chartered Bank:<br />There are many elements to establishing a testing program.  This section outlines some of the more important elements.  While establishing a program according to legal and professional standards does not guarantee that there will not be a legal charge or that an employer will be able to successfully defend the testing program, following legal and professional guidelines increases the probability of a successful defense.   Many of these steps may require the services of a professional with training in test development and evaluation in employment settings.    <br />1.   Identify jobs where testing might be helpful. The use of testing should be dependent on a careful analysis of the costs and benefits.  Testing is often beneficial when there are high volumes of individuals to make decisions about, when there is high turnover, or when the consequences of making a poor decision are potentially very negative.  Managers should take time to carefully consider what the problem is before concluding testing is the solution. One of the biggest errors managers make is assuming their problem is a decision-making one, when, in fact, the problem is caused by poor training, poor supervision, or poor compensation. Once the manager defines the problem, he/she, with the help of a professional, can determine if a test will help or not.   Another consideration is assessing the size of the problem.  If an organization makes decisions about only a few people a year, testing may not be cost effective, depending on the costs of poor performance, turnover and other negative decision outcomes for those few instances.   As noted earlier, testing can be helpful for improving employee performance, decreasing turnover, and decreasing costs associated with negative employee behaviors (e.g., theft, sabotage); a careful analysis will indicate whether testing is the right solution for a given situation.  <br />2.   Define job and organizational requirements clearly, completely, and accurately.  A common mistake employer make when hiring or promoting a job candidate is paying insufficient attention to what the requirements really are. Employers should gather systematic information on what are the knowledge, skills, abilities and other characteristics required for a given position (or entrance to a training program), and which are the most important to success.  Not all key requirements will be easy to measure or should all be measured via testing; however, employers should ensure that any requirements that are assessed are important ones.  In addition to job requirements, employers may go even further to define requirements as related to the organizations values and purpose.  <br />3.   Determine whether testing is useful for evaluating requirements.  Review the key job requirements and determine the best means of assessing these.  This determination will be based on whether a requirement can easily be evaluated by a test, whether a test exists or must be developed for a requirement, whether a cost effective means of evaluation is available, whether available tests have demonstrated effectiveness, and other factors (see section on Information to Obtain When Creating or Purchasing a Test). This is where professional help can be of great value since I-O psychologists know the pros and cons of different kinds of tests or different purposes.  <br />4.   Select or develop a test (for more information about this topic, see the article entitled, Information to obtain when creating or purchasing an Employment Test).  Obtain the names of test publishers and products from professional colleagues or employee testing professionals.  Before purchasing a test, ask for information regarding the reliability and validity of the test.  Reliability refers to the consistency of test results.  Validity refers to whether the inferences made on the basis of a test score are correct.  Also, ask for information on the development of the test and for information about the comparability of test results for different demographic groups.  Evaluating the quality of this information is often difficult while knowledgeable and experienced test publishers provide thorough and accurate information; others may attempt to pass off weak or inappropriate research and analyses as evidence of reliability and validity.  Once again, competent professional evaluations of testing information can be helpful.   <br />Rather than purchasing a test, employers may choose to develop their own test.  This would be a good approach when an off-the-shelf product might not meet needs in the same way a customized tool would (e.g., using organization specific and job specific language in the test, assessing a requirement for which tests are not currently available, integrating with an existing testing system).  Once again, the involvement of a professional industrial-organizational psychologist would be important to good test development.  <br />5.   Implement the test.  Make sure that the people who administer, score, and evaluate test results are appropriately trained.  Depending on the type of test, such training might include issues related to standardizing administration conditions, scoring protocols, detecting cheating, what a score means, how to use test scores in decision-making, how to avoid rater biases, and many other things.  Accurate record keeping of test scores and decisions made about individuals is typically a legal requirement, and is a necessity if one wishes to evaluate the effectiveness of the testing program.  <br />Testing procedures should be consistent for all individuals for which the test is being used.  Policies should be developed and articulated regarding issues such as proper administration conditions, retesting intervals, eligibility for testing, access to test scores, and other implementation issues.  <br />Because tests may be the basis for decisions about individuals or may only be one piece of information used in making employment decisions, careful thought should go into how test results are used.  For example, test scores might be used in a pass/fail manner or combined with other information.   Test results might be used to set up score ranges indicating likelihood of individual success on the job.  Once again, professional consultation can ensure that test results are used in the most effective manner.  <br />6. Evaluate the testing program. When possible, employers should attempt to gather information to evaluate the effectiveness of the testing program. This may be difficult to do with any accuracy if the test is used with only small numbers of individuals, the test is used in a highly restrictive manner (i.e., few individuals obtain a positive decision outcome after testing), or the outcome desired from testing is not easy to assess in a short time period. Consult with a professional regarding what kinds of record keeping might enable conducting an effective evaluation of the test.<br /> <br /> Chapter-07<br /> Process of Employee Selection<br />The selection process consists of various steps. At each stage facts may come to light which may lead to rejection of the applicant. Steps involved in the selection are: -application<br />Preliminary interview: - Initial screening is done to weed out totally undesirable/unqualified candidates at the outset. It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization.Application blank: - Application form is a traditional and widely used device for collecting information from candidates. The application form should provide all the information relevant to selection. Selection test: - Psychological are being increasingly used in employee selection. A test is sample of some aspects of an individual’s attitude, behavior and performance. It also provides systematic basis fro comparing the behavior, performance<br />. Employment interview: - An interview is a conversation between two persons. In selection it involves a personal, observational and face to face appraisal of candidates for employment. Medical examination: - Applicants who have crossed the above stages are sent for a physical examination either to the company’s physician or to a medical officer approved for the purpose. Reference checks: - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well. Final approval: - The short listed candidates by the department are finally approved by the executives of the concerned department. Employment is offered in the form of appointment letter mentioning the post, the rank, the grade, the date by which the candidate should join and other terms and conditions in brief.<br /> Chapter-8<br />SCB is a multinational organization. The major portion of the entire staff strength of the company will fall under the jurisdiction of the rules and policies. There are some recommendations against the findings of the analysis are given below. <br />1. In order to successfully conduct the performance measurement process, Standard Chartered Grind lays Bank should formulate effective internal and external communication mechanism<br />2. Performance measurement system must provide intelligence for decision makers rather than just compiling data.<br /> 3. Accountability for results must be clearly defined and well understood.<br />4. Maximum organization select their relative for some selected position, it should be removed.<br />5. All people are not expert, so they have to decrease the experience level when they give ad on newspaper. It will be easy to get new employee.<br />6. Everything should be clear in their advertisement. Such as salary, extra facilities, duties, etc.<br />7. I.Q test can be removed. Because, it never shows exactly 100 percent result. Sometime we see that, few people’s I.Q is not good but they are well in job.<br />8. Feedback on the evaluation should be provided to the employees so that they can improve their performance<br /> <br />Conclusion<br />As Standard Chartered Bank is a company that is increasing its business over the country day by day. There are a lot of employee rules and policies that needs to be set right for the staff. SCB’s main purpose is to satisfy its customer. To serve the customer better it is required to achieve its employee’s satisfaction first. Henceforth, with the recommendations as mentioned in the earlier chapter, SCB employee rules and policies may be developed for the benefit for the employees. The firm’s method of detecting the demand of the firm greatly depends on the existing circumstances and to its goals. Thus, every case tells that the data collection is important and the use of the data in predicting the demand for the future and to its product. In doing so, it is important to adopt the statistical techniques so that the information can be quantified and that is the use of the regression analysis. all customer are satisfied so SCB are satisfied. So their main purpose is customer satisfaction. That’s all.<br />Sources<br /><br />Different types of Leaflets of SCB product.<br />Special Thanks<br />MD. Momenul Islam Sohel (Senior Officer), Standard Chartered Bank<br />Chapter | 10 | Conclusion<br />In using the different approaches and technique of estimating the demand, it had been noted that every method has their respective strengths as well as weaknesses. This implies that the decision maker is the one that decide on which is the most appropriate and the most significant to the needs of the firm. These choices can only make and chosen depending on the amount of price that the company can afford. It simply implies that if the firm has only small budget, then it is important to use also the method which uses small budget as the sales opinion. On the other hand, if the firm can afford the budget then it is better for it to use the direct market experiment through it can also face the risks as the trade off of the expenditure. Generally, the cost higher cost for the firm and the product failure, it is likely to conducting the market research before the launching. This means that the firm defect finding cost after its launch can be important in terms of the loss of the sales and its reputation. This signifies that greater risk will spend much in the market research. More than one of the techniques can be use in generating the information in this case. For the established product, the firm can use the market survey that will keep them up to date in their consumers in thinking their product. The opinion of eth sales and the opinions can give a wider view on the trends of the market. The firm’s method of detecting the demand of the firm greatly depends on the existing circumstances and to its goals. Thus, every case tells that the data collection is important and the use of the data in predicting the demand for the future and to its product. In doing so, it is important to adopt the statistical techniques so that the information can be quantified and that is the use of the regression analysis.<br />