The document summarizes aspects of human resource management at Askari Bank. It discusses the HR department structure and provides details about recruitment and selection, training and development, performance appraisal, compensation and benefits, and succession planning processes at the bank. Key managers in the HR division are named and geographic reach of the bank's 352 branches across major cities of Pakistan is highlighted.

1. PRESENTATION

2. HUMAN RESOURCE DEPARTMENT
Worked by:
M.RAMIZ BAIG- 10257
SIDRA SHAHID BAIG -9545
NADIR ALI -10539
BUSHRA -10884
AAMNA- 10883

4. ASKARI BANK
Commercial banking company

5. OVERVIEW
Askari Bank was incorporated in Pakistan on October 9, 1991, as a public
limited company. It commenced operation on April 1, 1992, and is
principally engaged in the business of banking, as defined in the Banking
Companies Ordinance, 1962. The Bank is listed on Pakistan Stock Exchange
(earlier it was listed on Karachi, Lahore and Islamabad Stock Exchanges).

6. GEOGRAPHICAL LOCATION
• Askari Islamic serves the banking needs of the valued customers through its
352 branches including 80 dedicated Islamic Banking branches in the
major cities of the country. The Bank, under its new sponsors and the new
management is actively pursuing the growth of Shariah compliant banking in
Pakistan.
• Spreading excellence across borders ASKARI CHINA DESK.

7. PRODUCTS
• Pakistan’s first domestic payment scheme
powered by 1LINK (Guarantee) Limited.
• Askari MasterCard now allows you to
convert any retail transaction into a monthly
repayment plan.
• In our endeavor to introduce innovative
services and products, Askari bank has
introduced online shopping through
KEENU-Net Connect payments.

8. • With an increasing number of
Chinese investors entering Pakistan,
the Bank is well-placed to cater to
the needs of all existing and new
customers.
• Askari Bank launches SMS service in
Chinese language
PRODUCTS

9. CORPORATE VALUES
• VISION
To be the bank of first choice in the region.
• MISSION
To be the leading private sector bank in Pakistan with an international presence,
delivering quality service through innovative technology and effective human
resource management in a modern and progressive organizational culture of
meritocracy, maintaining high ethical and professional standards, while providing
enhanced value to all our stakeholders, and contributing to society.

10. CORPORATE VALUES
CORE VALUES
• Commitment: Passionate about our customers’ success and delighting them with
quality of our service
• Integrity: A distinctive investment, delivering outstanding performance, return and
value
• Fairness: Exemplary compliance, governess and business ethics
• Teamwork: Caring for our people and helping them to grow
• Service: Dedication towards social development and improvement in quality of life

11. BREIF OVERVIEW OF HR DEPATMENT
• HOD
MR.UMAIR FAROOQ
• ASSISTANT
MR.EJAZ AHMED FAROOQUI
• COUNTRY HEAD (HR Division)
MR. BAKAR AHMED
• HR CO ORDINATOR (REGION
NORTH)
FATIMA TARIQ
• HR CO ORDINATOR (REGION
SOUTH)
MRS.GHAZALA KHURRAM

12. RECRUITMENT AND SELECTION
• Our selection processes differ from position-to-position, and are designed to
effectively match an individual’s knowledge, skills, interests and experiences to those
needed for a particular position. We utilize a variety of methods and tools to help us
determine your skill level and motivations. Our recruitment process is designed to
help us identify and hire the very best people in the fairest manner possible.
• Fresh graduates/entry level employees are required to pass through a series of tests
and interviews, whereas experienced professionals are required to appear for
interview on a one-on-one basis or a panel as per discretion of the management.

13. TRAINING AND DEVELOPMENT
Training & development team of the bank continue its pursuit for quality
training to the bank’s staff in line with the approved training policy. During
each year, various training programs are conducted for bank employees
through in-house training academies at Rawalpindi, Lahore and Karachi, and
external training facilities both local and international.

14. PERFORMANCE APPRAISAL
• Appraisals play an integral role in the employer’s performance
management process.
• Appraisals help in planning for correcting deficiencies and reinforce
things done correctly.
• Appraisals, in identifying employee strengths and weaknesses, are useful
for career planning
• Appraisals affect the employer’s salary raise decisions.

15. ASKARI’S APPRAISAL CRITERIA
To run an efficient performance appraisal and to motivate employees, Askari is pleased
to announced the launch of online performance appraisal since starting of 2016.
Following are the steps of that:
Step 1 :
- Employees are supposed to set their goals, before the starting of the years.
Step 2:
- At the end of the year Branch Manager is giving grades to the employees on the
basis of their goals.

16. COMPENSATION AND BENEFITS
• When most people hear the term compensation they think about "what a person is
paid". Although this is true, it is only one aspect of a complex topic. Compensation
includes not only salary, but also the direct and indirect rewards and benefits the
employee is provided with in return for their contribution to the organization.
• To determine compensation, organizations should develop a compensation and
rewards program. This type of program outlines an equitable process for
compensating employees. A well-structured program with a good balance of wages,
benefits and rewards will support an organization to remain competitive in today's
labour market and ensure sustainability in the future.

17. COMPENSATION AND BENEFITS
Employee compensation and benefits are divided into four basic categories:
• 1. Guaranteed pay – a fixed monetary (cash) reward paid by an employer to
an employee. The most common form of guaranteed pay is base salary.
• 2. Variable pay – a non-fixed monetary (cash) reward paid by an employer
to an employee that is contingent on discretion, performance, or results
achieved. The most common forms of variable pay are bonuses and
incentives.

18. COMPENSATION AND BENEFITS
• 3. Benefits – programs an employer uses to supplement employees’
compensation, such as paid time off, medical insurance, company car, and
more.
• 4. Equity-based compensation – stock or pseudo stock programs an
employer uses to provide actual or perceived ownership in the company
which ties an employee's compensation to the long-term success of the
company. The most common examples are stock options.

19. SUCCESSION PLANNING
• Succession planning is a process for identifying and developing
new leaders who can replace old leaders when they leave, retire or die.
In dictatorships, it aims for continuity of leadership, preventing a chaotic
power struggle by preventing a power vacuum. In monarchies, it is usually
settled by the order of succession.
• Most large corporations assign a process owner for talent and succession
management. Resourcing of the work varies widely from numbers of highly
dedicated internal consultants to limited professional support embedded in
the roles of human resources generalists

20. Thank You!