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.

1. Staff Motivation & Retention

2. Presentated By: Aamir Altaf G.R.NO:MEN-2201254 Rehan Khan G.R.NO:MEN-2201084 Farhan Ali Khan G.R.NO:MEN-2201186

3. History Standard Chartered Bank History of over 150 years in banking. Extensive Global Network of over 1700 branches in over 70 countries. Almost 75,000 employees, representing over 115 nationalities worldwide. Standard Chartered Bank Pakistan Limited Largest and fastest growing International bank in Pakistan with 162 branches in 41 cities. Employs a workforce of over 7,000 people (including 3,282 permanent employees) across Pakistan.

4. Introduction of PSPL Price Solution Pakistan (Pvt.) Ltd. was incorporated on Monday, March 20, 2006 Price Solution is a wholly owned subsidiary of Stan Chart Nominees Limited Price Solution has a principal to principal relationship with SCB Price Solution has an agreement with SCB for managing its Sales Task Force.

5. Standard Chartered PLC

6. Vision To have the best-managed sales organization in the Banking Industry

7. Our Values Courageous Responsive International Creative Trustworthy

8. Structure of HR Department

9. Employee Motivation at Standard Chartered If Employee has done well Deserve for some incentives and benefits If Employee Performance go down HR Roles comes why he or she has not perform well

10. Performance Grade E Excellent S Satisfactory A Average U Unsatisfactory/Underperformer

11. Treatment of different grades E Provide more incentive than person having grade S S Provide incentive (less than Grade E) A Provide him more training U Fine out reason why it is so …..?

12. Motivational Factor Promotion Criteria Performance management process. Employee engagement strategy

13. Promotion Criteria

14. Performance Management Process All reward on the basis of performance Depends on the nature of role and product category being sourced by sales staff

15. Annual appraisal cycle will cover all the employees who have been in the organization on or before September 30. The appraisal formats and timelines are sent to all the employees by November 15 by HR The employee to do a self-appraisal on their Job Objectives and values by December 15. The supervising manager is expected to complete the appraisal form and close the discussions with the employee by January 15 . The final ratings are then to be discussed by the HR managers and the supervising managers. This entire exercise is expected to be closed by February 28. Final increment letters and ratings will be handed over by the Area HR Managers to the supervising managers by April 15. Promotion recommendations are made during the appraisal cycle. Half-year promotion recommendations can be granted but they will be treated as an exception and will require the approval of the BoD, CEO and HoHR. All completed forms are to be sent by the supervising manager to the HR managers by January 30 Objectives / Targets for the next year are also discussed and agreed upon by the supervisor with the employee

16. Engagement Activities Dunk of the Day Good Morning Morning Huddle Hello Movie Mania Quiz Wiz One on one The Wall of Fame Sultans of Sales Sales Hangama

17. REWARD POLICY Our reward programs should support and drive our business strategy and reinforce our values. Recognize world-class performance and behavior in support of our values. Attract & retain the best.

18. Objectives - Pay for performance The objective of the compensation policy is to define: Salary structure Reward high performers Be competitive and retain talent

19. Salary Structure The salary structure of PSPL can be broadly categorized into: Fixed Pay Variable Pay

20. Components Basic Utility Allowance House Rent Allowance Consolidated Allowances - This is a basket of allowances/reimbursements, which are paid to all employees as per their grade/level. For Sales staff this amount is fixed. For Level 1 and above it can be claimed as reimbursement to avail tax benefits Retrials – PF ( 10 % of Basic – after the probation period)and Gratuity after 5 years of services

21. Employee Retention Strategy Salaries / retainers – based on the market environment. Variable compensation – based on performance management process base on EASU Benefits – according to regulation and market environment Recognition programs – informal or formal rewards, career advancements etc. Training – tailored programs to provide necessary brand awareness and product knowledge.

22. THANK YOU