Recruitment & Selection Project at SZABIST

1. SZABIST

2.  Incorporated in Pakistan on 9th October, 1991
 Network of 235 branches/ sub-branches, including 31
dedicated Islamic banking branches and 4,401 online ATMs
 Total assets of Rs, 314.7 billion, with 885,764 banking customers,
serviced by our 6,442 employees
 Askari Investment Management Limited and Askari Securities
Limited are subsidiaries of Askari Bank
SZABIST

3. SZABIST

4. SZABIST

5. SZABIST

6. SZABIST

7.  OUR CUSTOMERS
 Knowing our customers and their needs is the key to our business success. Our products and services are as
diverse as our market segments. Our client relationship managers are well equipped and well trained to
provide the most efficient and personalized service to the customers.
Passionat A Exemplary Caring for Dedication
e about distinctive complianc our towards
ourOUR INVESTORSinvestmen e, people social
customers t, governess and developme
 We believe that the bottom line of any business is creating shareholder value. To gain their trust and
success confidence, we believe in providing our investors timely, regularhelping
delivering and and reliable information on our and
nt
activities, structure, financial situation and performance.
and outstandin business them to improveme
delighting g ethics grow nt in
them REGULATORS
OUR performan quality of
quality of firmly believe in regulatory discipline and harmony of our corporate objectives with regulatory framework.
We
ce, return life
Our business methodologies are designed to ensure compliance with the directives of all our regulators.
our and value
service
SZABIST

8. Our Employees
 We strongly believe that the interests
of the Bank and the employees are
inseparable. At Askari we try to create
a we culture where there is mutual
trust and respect for each other.
Our Communities
 We fully recognize our corporate
social responsibility and our
contributions to different area of
social sector aimed to help improve
the quality of life in our country.
SZABIST

9. SZABIST

10. SZABIST

11. SZABIST

12.  HR Philosophy- Transforming Human
Capital into Competitive Advantage
 How Bank Operates- Grading
Structure
 Alignment of HR strategy with
Organizational goals
SZABIST

13.  Recruitment and selection
 Compensation and benefits
 Performance planning
 Training and development
 Severance/End of service
SZABIST

14.  Regular Employment
 Probationer Employment
 Contractual Employment
 Temporary Workers
 Casual Workers
Bank uses “People Soft” HRIS for effective
SZABIST management of its HR

15.  HR Budjet
 Volume Analysis
 Transfers
 Annual Expansion Plan
 Forecasting Employee Demand
SZABIST

16. SZABIST

17.  Internal Recruitment
 External Recruitment
 Referrals
 Entry-level Recruitment
 On-line Job Application System
Usually don’t go for “Out-sourcing”
SZABIST

18.  Routine Hiring
 Technical/Support Staff
 Junior Officers
 Management Trainee Officers
SZABIST

19.  For senior management employees – referrals
are taken
 For middle managers, the jobs are advertised
or out-sourced
SZABIST

20.  Identified Position
 Job Design
 Duties and Responsibilities
 Volume of Job
 Work Load
Job specification : KSA’S
SZABIST

21.  The job specification for ASKARI bank
employees includes the minimum qualification,
special training requirement and experience
 It is mentioned for every type of job that is to
be advertised especially the MTO’s
SZABIST

22.  Newspapers
 Website
SZABIST

23.  Apply Online
 Entry Test
 First Interview
 Second
Interview
 Panel Interview
 Background
Investigation
SZABIST

24.  Orientation
 To make the employees
comfortable
 To get along with the
workers
 To learn them new
culture of the
organization
SZABIST

25.  Orientation of new employees
 First phase
 Second phase
 Third phase
 Placement
SZABIST

26.  Approaches to HR audit
 Comparison Approach
 Outside Authority
 Approach Statistical
 Approach Compliance Approach
 MBO Approach
SZABIST

27.  Tools for HR audit
 Interviews Surveys/ Questionnaires
 Historical Analysis Grievance Audit
Compensation Audit
SZABIST

28.  Annual Performance Form
 Newly Introduced Form
PMS is MBO
SZABIST

29.  Training & Development - Investment in their assets
 Training modes
 Classroom training
 Video cases
 On the Job Training
SZABIST

30.  Improvement of Soft Skills
 Improvement of technical skills
 Future Prospects of Training
 Train the trainees
SZABIST

31.  House Rent Allowance
 Medical Allowance
 Fueling Allowance
 LFA- Leave for assistance
 End of Service Benefit
 Gradate
SZABIST

32.  Leaves
 Casual Leaves
 Privilege Leaves
 Medical Leaves
 Paid leaves
 Eddat Leaves
 Hajj Leave
 Extraordinary Leave
SZABIST

33.  Notice Period
 Exit Interview Form
 Exit Interview
SZABIST

34. SZABIST

35.  Decisions are not inline with the polices of the bank
 Recruitment polices and procedures are not been
followed in true letter head spirit
 Favoritism and nepotism is a common feature in
recruitment
 Importance is not given to placement of employees
 Retaining of employee, in competitive banking
environment
 Job advertisement does not contain job description
SZABIST

36.  Human resources are the lifeblood/asset of the
organization. Favoritism and nepotism may be
discouraged in order to promote the culture of
justice/EEO
 Placement of the employees may be on their
qualification/ experience
 Job description made part of advertisement in order
to avoid bad selections
 Bank polices regarding recruiting may be followed in
letter head spirit
SZABIST

37. SZABIST

38. SZABIST

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