Hrm Role in Scb

Organizations that seek to gain competitive advantage must be able to manage the behavior and results of all employees. By carefully observing the shortcomings through periodic appraisal and assessments the organization may become able to arrange for the required training or development needs of the employees, which in turn would give it an edge over its competitors. 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.

Many firm & organization are working in Bangladesh. Subsidiary. are located not only the Bangladesh but also located others part of the world. But the things are trying to find that most of the firm’s the human resource policy are not same in all subsidiaries. These organizations are using the polycentric approach in their human resource policy.

They treat each subsidiary as distinct national entity with some decision-making autonomy. Subsidiaries are usually managed by local nationals (HCN) who are promoted to positions at headquarters.Likewise PCN are rarely transferred to foreign subsidiary operations. The ultimate purpose of this report is to evaluate “Dimension of HRM in Banking Sector Special References To Standard Chartered Bank” the level of the human resource practice of the banking sector of Bangladesh. The banking sector of Bangladesh is selected because banks represent a significant and influential sector of business worldwide.

Banks have own human resource policy that is regulated by Bangladesh bank. Foreign bank like Standard Chartered Bank have some similarities and also some dissimilarities comparative to others.With nearly 150 years in emerging markets, the standard Chartered bank has unmatched knowledge and understanding of its employees and customer They are trying to coordinate the country’s own human resource policy as well as the headquarter policy. The study also carried out is focused on the HR policies and practices at Standard Chartered Bank.

Standard Chartered recognizes the fact that its responsibility lies to its staff and to the communities in which it operates.. The structure of the Bank provides scope for the lexible deployment of people and to promote equity, job satisfaction, motivation and commitment to goals; as well as providing access to career development.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. 2. Scope and objectives of Study 1. 2. 1 Scope of Study: As we know services are a growing industry of Bangladesh and many firms are striving to deliver value added services to the customers.In this regard banks are continuously focusing towards improving their services similar is the case with Standard Chartered Bank.

This Bank has evolved tremendously during the last couple of years and now has become one of the leading banks in Bangladesh. Keeping this in view the study has been undertaken to identify the strategies and plans of the Bank and to identify the methods adopted by the Bank to train and motivate their people and work force. 1. 2. 1         Objectives of the Study:The report has been undertaken to assess the Strategic Human Resource Management practices of Standard Chartered Bank with the prime focus at formulation of strategies and tactics and how it contributes in implementing the strategies. 3.

Limitation of the Study The basic limitations faced in preparing this report on dimension of HRM role SCB which are given below- • Being multinational company, in competitive environment, SCB keep some information restricted which is related to the employees, company’s management interest.Sufficient records of the human resource management information were not available in the branch, which narrow the scope of the report. • Lack of information about the HCN s language barriers , adjusted problem of expatriate managers and their families. • Lack of information provided by the SCB types of employees like host country nationals(HCN),parents country nationals(PCN), third-country nationals (TCN)are working in over the world 1. 4 Methodology: 1.

4. 1 Primary Source of Data Collecting data directly from the practical field is called primary source of data.The method that was used to collect the primary data is as follows: 1. 4.

1 Interview Method: The face-to-face interview was taken, the people who are related in human resource activities to know clearly about the human resource policy of the organization that is different from one subsidiary to another. 1. 4. 2 Secondary Sources of Data The secondary data has been collected from the MIS of Standard Chartered Bank. To clarify different conceptual matters, internet and different articles published in the journals & magazines have been used. Secondary Sources are: ? Published documents of SCB.

Periodic Bulletins published by the Bangladesh Bank. ? Relevant Standard Chartered Bank paper and published documents ? Bank’s other published information. ? Some textbooks and Internet. Chapter-2: Dimensions of HRM Role In Banking Sector of Standard Chartered Bank 2. 1Company Background 2. 1.

1 Historical Background of Standard Chartered Bank The early years The name Standard Chartered comes from the two original banks from which it was founded and which merged in 1969 —The Chartered Bank of India, Australia and China, and The Standard Bank of British South Africa. 3] Of the two banks the Chartered Bank is the older having been founded in 1853 following the grant of Royal Charter from Queen Victoria. The moving force behind the Chartered Bank was a Scot, James Wilson , who made his fortune in London making hats. James Wilson went on to start The Economist , still one of the world’s pre-eminent publications. Nine years later, in 1862 the Standard Bank was founded by a group of businessmen led by another Scot, John Paterson , who had immigrated to the Cape Province in South Africa and had become a successful merchant.Both banks were keen to capitalize on the huge expansion of trade between Europe, Asia and Africa and to reap the handsome profits to be made from financing that trade.

The Chartered Bank opened its first branches in 1858 in Chennai and Mumbai. A branch opened in Shanghai that summer beginning Standard Chartered’s unbroken presence in Chine. The following year the Chartered Bank opened a branch in Hong Kong and an agency was opened in Singapore. In 1861 the Singapore agency was upgraded to a branch , which helped provide finance for the rapidly developing rubber and tin industries in Malaysia.

In 1862 the Chartered Bank was authorized to issue bank notes in Hong Kong. Subsequently it was also authorized to issue bank notes in Singapore, privilege it continued to exercise up until the end of the 19th Century. Over the following  decades both the Standard Bank and the Chartered Bank printed bank notes in a variety of countries including China, South Africa , Zimbabwe, Malaysia and even during the siege of  Marketing in South Africa. Today Standard Chartered is still one of the three banks , which prints Hong Kong’s bank notes. [pic]Standard Chartered Bank Tower Expansion in Africa and Asia: The Standard Bank opened for business in Port Elizabeth, South Africa , in 1863. It pursued a policy of expansion and soon amalgamated with several other banks including the Commercial Bank of Port Elizabeth, the Colesberg Bank, the British Kaffarian Bank and the Fauresmith Bank.

The Standard Bank was prominent in the financing and development of the diamond fields of Kimberly in 1867 and later extended its network further north to the new town of Johannesburg when gold was discovered there in 1885.Over time , half the output of the second  largest goldfield in the world passed through the Standard Bank on its way to London. In 1892 the Standard Bank opened for business in Zimbabwe, and expanded in Mozambique in 1894 , Botswana in 1897 , Malawi in 1901, Zambia in 1906, Kenya, Zanzibar and the Democratic Republic of Congo(D. R. C.

), in 1911 and Uganda in 1912. Of these new business, Botswana , Zanzibar and the D. R. C. proved the most difficult and the branches soon closed.

A branch in  Botswana opened again in 1943 but lasted for only a year and it was not until 1920 that the Bank re-opened for business in Botswana.In Asia the Chartered Bank expanded opening offices including Myanmar in 1862, Pakistan and Indonesia in 1863, the Philippines in 1872 , Malaysia in 1875, Japan in 1880 and Thailand in 1894. Some 34 years after the Chartered Bank appointed an agent in Sri Lanka it opened a branch in 1892 to take advantage of business from the tea and rubber industries. During 1904 a branch opened in Vietnam.

Both the Chartered and Standard Bank opened offices in New York and Hamburg in the early 1900’s.The Chartered Bank gaining the first branch license to the issued to a foreign bank in New York. . Standard Chartered Bank in Bangladesh Standard Chartered Bank started its business in Bangladesh in 1948, opening its first branch in the port city of Chittagong. The bank increasingly invested in people, technology and premises as its business grew in relation to the country's thriving economy. At present the bank has 6 offices in Dhaka Chittagong and Sylhet, including the country's only offshore banking unit inside the Dhaka Export Processing Zone at Savar.

Extensive knowledge of the market and essential expertise in a wide range of financial services underline our strength to build business opportunities for corporate and institutional clients at home and abroad. Continuous upgrading of technology and control systems has enabled the bank of offer new services, which include unique ATMs and Phonebanking. Standard Chartered's services in Bangladesh, ranges from Personal ; Corporate Banking to Institutional Banking, Treasury and Custodial services   Standard Chartered Today:Today Standard Chartered is the worlds leading emerging markets bank employing 30,000 people in over 500 offices in more than 50 countries primarily in countries in the Asia Pacific Region, South Asia, the Middle East, Africa and the Americans. The new millennium bas brought with it two of the largest acquisitions in the history of the bank with purchase of Grindlays Bank from the ANZ Group and the acquisition of the Chase Consumer Banking operations in Hong Kong in 2000.