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Activities Evolution of Bangladesh Shilpa Bank

CHAPTER-ONE Introduction 1.1 Establishment of Bangladesh Shilpa Bank (BSB) Bangladesh Shilpa Bank (BSB) was established on October 31, 1972 under a statue, called the Bangladesh Shilpa Bank Order, 1972. The (BSB) Order, 1972 was amended subsequently by the Parliament to provide more operational autonomy to the management. Mission Accelerating the process of industrialization of the country by providing financial assistance and equity support. Institutional overview: Established

October 31, 1972

Organization

Head Office Division Department Zonal Office Branch Office Manpower

Capital Structure and Sources of Fund Capital Structure Authorized Paid Up Sources of Fund: •

Paid-up Capital

•

Loan from Government of Bangladesh .

- Dhaka -5 - 21 -3 -15 -745

Taka (in Millions) 2000 2000

• Loan from Bangladesh Bank (Central Bank) . • Different Loan Giving (Foreign) Agencies . • Customers' Deposit Ownership: Presently 100% ownership of the Bank belongs to the Government.

1.2 Objective of BSB Bangladesh Shilpa Bank (BSB) is the state owned Leading Development Financial Institution (DFI) of Bangladesh. 'Shilpa' means industry. BSB provides financial and technical assistance to broaden the private as well as public sector industrial base of the country. It prioritizes, especially, Export Oriented/Export Linkage industrial units, Efficient Import Substitution, Joint Ventures, Commercialization of local technology and promotion of agro-based industry. It assists the existing industries and rehabilitation of sick industrious to boost up the industrial development of the country in conformity with the industrial policy and financial reform program's of the government towards market economy. 1.3 Management of BSB The overall policy formulation and the general direction of Banks operation vests in a board of directors appointed by the Government. This Board of Directors consists of 9(nine) members including the Chairman and the Managing Director. Non-Governments shareholders subscribing to the capital of the bank shall eventually elect 4 directors from amongst themselves. The Managing Directors is the chief executives of Bank. Board of Directors: ChairmanMd.

Aminul Islam Bhuiyan

Managing Director

Md. Amanullah

Director

Mohammad Ayub Miah

Director

Mr. Elias Ahmed

Director

Md. Wazed Ali Khan

Director

Mr. Mahbub Ahmed

Director

Syed Monjurul Islam

Director

Begum Dilruba

Director

Amalendu Mukherjee

Secretary

Md. Abdul Awal Chowdhury

ORGANIZATION STRUCTURE OF BSB

Source: BSB Annual Report -2006-07 1.4 Functions of BSB •

Extends long and medium term loan facilities in local and foreign currencies to industrial projects (both new and BMRE) in the private and public sectors as well as partnership & proprietorship concern.

•

Provides working capital loans to Industrial units.

•

Provides equity support by way of participation in the equity of the company in the form of underwriting and bridge finance to public limited companies.

•

Issues guarantees on behalf of borrowers for repayment of loan.

•

Extends commercial banking service along with deposit mobilization, forex business, L/C handling, forex remittances inland & outland.

•

Purchases and sells shares/securities for BSB and on behalf of customers as a member of Dhaka Stock Exchange (DSE) Ltd. and Chittagong Stock Exchange (CSE) Ltd. for capital market development and

•

Conducts project promotional activities along with preparation of various subsectoral study.

•

Involved in Capital market activities by way of under writing and extending bridge finance to public limited companies.

1.5 BSB’s Achievement At a Glance

Source : BSB Annual Report -2006-07 1.6 Strength of BSB •

As a prime DFI, it has a large number of qualified & experienced professionals.

•

Structural set-up & business location is Strategic.

•

BSB's assets position is quite satisfactory and

•

BSB has requisite strength and opportunity to sustain the challenge of the market economy.

Steps Taken to Gear-up the Bank's Activities To make the bank a vibrant one, a pragmatic business programme is now under implementation. The main features of the plan are as under:•

Gear-up recovery through setting up of pragmatic recovery targets.

•

Expansion of new area of investment.

•

Cleaning of loan ledger with exit facilities.

•

All out efforts for deposit mobilization.

•

Undertake need-based training programme including computer training to all officers & develop a computerized data-base system and

•

Full computerization of bank's activities.

CHAPTER-TWO Activities of Loan Operation Department 2.1 Loan Operation department Bangladesh Shilpa Bank (BSB) grants loan on the basis of certain criteria. The loan operation department does the first Activities of loan granting. Any entrepreneur who wants

to borrow money, from BSB must fulfill at first bank standard questionnaire from (BSQF) teens of Tk 1000.These processes are as follows: •

At first an application form is supply to the entrepreneur.

•

After filling up the application from it is submitted by the Entrepreneur.

•

The entrepreneur supplies a project appraisal letter.

•

After analyzing the project appraisal, the board decides the loan should be sanctioned or not.

•

If the loan is sanctioned it is forwarded to the project implementation department.

Loan Application Received In FY 2006-07, the Bank has received 51 new loan proposals with loan amount of Tk. 1669 million after proper scrutiny. The Bank received 96 loan proposals with loan amount of Tk. 5272 million in FY 2005-06. 2.1 Sanction of Term Loans The Bank has kept on sanctioning of term loans during FY 2006-07 also. This year long term local currency loan of Tk 1006 million has been sanctioned to 39 projects and short-term loan (C.C.Ioan) of TK. 105 million to 15 projects. Of the total sanctioned long-term loan, Tk. 928 million is for 37 new projects and an additional loan of Tk.78 million for 2 existing projects.

Source: BSB Annual Report-2006-07 Commitment of Term Loans (Documentation Completed)

During FY 2006-07, the Bank has made a loan agreement of Tk. 714 million in local currency with the entrepreneurs of 14 projects. The number of projects and committed loan amount in this regard were 36 and Tk. 765 million respectively in FY 2005-2006. 2.3 Disbursement of Term loans In FY 2006-07, the Bank has disbursed term loans of Tk. 534 million in local currency to 53 projects registering an increase in terms of number of projects and amount of loan disbursement 23 and 10 per cent respectively over the previous financial year.

Source: BSB Annual Report-2006-07

Source: BSB Annual Report-2006-07 2.4 Recovery of Loans Recovery of loan is a crucial index to measure the success of a lending organisation. Like previous years, this year too, the Bank has strengthened its recovery drive for realising loans and dues from its borrowers and notable success has achieved.Total recovery target of loans during the FY 2006-07 is Tk. 1000 million, against which actual cash recovery is Tk. 1065.71 million, showing about 106.54 per cent up of the target. During the reporting year,

outstanding loan of Tk. 280.20 million is regularised through rescheduling and rcphascmcnt of bad and doubtful loan accounts. The amount regularised through cash recovery and rescheduling was Tk. 1158.85 million and Tk. 790.10 million respectively in FY 2005-2006. In FY 2006-2007, the amount of classified loan decreases by Tk.356.00 million from Tk. 2604.30 million of the previous FY 2005-2006 and has reached to TK. 2248.30 million. As a result, the percentage of classified loan declines by 6 per cent from 38 per cent of the preceding year and has stood at 32 per cent in FY 2006-2007.

Source: BSB Annual Report-2006-07 Recovery of Term Loan (Major Sector)

Source: BSB Annual Report-2006-07 2.5 Legal Actions Taken for Recovery of Loans

The Bank initiates legal actions under the BSB Order-1972 and Artho Rin Adalat Ain-2003 against only those defaulting and recalcitrant borrowers who fail to come up with any satisfactory proposal for settlement of Bank's dues after all normal recovery efforts have been exhausted.

Source: BSB Annual Report-2006-07 In FY 2006-07, legal notices have been issued against 10 defaulting companies and law suits arc pending against 304 companies for recovery of Bank's dues. Besides, 72 sale/ auction notices have been published in the national dailies for auction. Alongside the above measures, attempts arc kept continuing for settlement of disputes outside the court through negotiation. As a result, 9 litigated companies have settled the disputes outside the court and mortgaged assets of 4 projects are sold in FY 2006-07 through auction. Apart from this, during the year under review, sales of assets of 62 projects is under process and 5 projects with the loan amount of TK. 0.92 million have been liquidated. 2.6 Written-Off Loan During FY 2006-07, the Bank has written-off a total term loan liability of Tk.4.50 million of 3 projects. Besides, 1 project with bridge loan of TK. 1.32 million has been written-off. Thus, total amount of TK. 5.82 million has been written-off during the year under review. In FY 2005-06, the Bank had written-off loan amount of TK. 830 million. In comparison with previous financial year, the rate of written off loan decreased significantly during the year under review. In FY 2005-06, an amount of TK. 117.68 million and in FY 2006-07 TK. 149.50 million have been recovered from written-off loan, registering 27 per cent up over the previous year. CHAPTER-THREE Business Program of BSB

List of Business Programmes 3.1 Industrial Credit programmes • Long term Finance (upto 10 Years & upto 10 • •

crores) Medium term Finance (upto 3 Years) Short term Finance ( upto 1 Year) (working

•

capital) Syndication Finance (upto 10 Years & more

•

payment of cheques. All kinds of Letter of Credit (L/C) opening with nominal commission (0.5% for 1st

• • •

quarter and 0.25% for subsequent quarter, not less than TK. 250.00). Issue of pay Order/Bank draft, DD/MT/TT. Guarantee issue Selling and encashment of Bangladesh savings certificates (Sonchoy Pattra) and

A textile project financed by BSB than 10 crores) 3.2 Commercial Banking Services • Maintaining all kinds of general banking accounts with one stop service for

Prize Bonds, etc. 3.3 Equity Entrepreneurship Fund (EEF) Programme EEF Equity Entrepreneurship Fund is a equity Support program sponsored by Bangladesh Bank (Central Bank) with a view to inspire the risky but potential sectors like. Software industry (for the project costing not less than Taka 10.00 million). Food Processing and Agro-based Industries (excepting the traditional sub-sectors like Rice/ Flour Mills, Fishing Trawlers, Potato Cold Storages etc.) for the projects costing not less than taka 15.00 million. Limit of equity support: •

Not more than 49% of equity or 33.33% of project cost for bank financed units.

•

But up to 49% of project cost for borrowers’ own financed units.

Conditions for support: •

IRR : 15%

•

ROI : 15%

•

DSCR : 1.50:1.00

•

Current Ratio : 1.50 : 1.00

•

FACR : 1.50: 1.00

3.4 Share Trading Service BSB Provides Trading facility and client service as well of DSE (Dhaka Stock Exchange) at its share trading cell of head office with nominal commission 237 members are presently enjoying this facility here. No fees required to be a member of BSB share trading cell. CDS (Central Depository System) Service initiated in the cell for providing online Delivery of Shares in both way. BSB's Chittagong Branch office has started to provide share trading service to Chittagong people. HEAD OFFICE, DHAKA FINANCE. PLANNING & RESEARCH DEPARTMENT NO. OF SHARES IN HAND AS ON 30-06-2007 SI, NO.

> Name of the Securities

No. of Shares

Total Cost Price

Tk. 1000' Total market Price

1st BSRS

424

155

1STICB

115

232

395

5TH ICB

290

. 132

GTH ICB

BTH ICB

200

ABBANK

1 899

629

2789

ACI

2000

126

171

AFTAB AUTO

400

112

AMCL(PRAN)

1880

658

412

APEXFOODS

835

309

475

APEXFOOTWR

11780

4674

6426

APEXTANRY

410

122

APEXWEAV

350

ARACEMDEB

230

172

ARAMITICEM

100

ATLASBANG

17219

1969

5312

BANKASIA

5224

1764

2124

BATASHOE

66200

11190

11096

BATBC

39975

4651

3006

BDLAMPS

1 434

"18

1165

Source : Finance Planning and Research Department 3.5 Incentive Programme for Loan Recovery • Deferred payment of IDCP (Interest During Construction Period) after some •

moratorium period in installments. Regular Loan Repaying Projects are honored with special certificates and BSB Crests. They are encouraged to take more loans / working capitals.

•

Problem Projects are given waiver of interest, rephasement / rescheduling, block account facility for easy repayment of bank’s loan.

3.6 Rehabilitation Programme BSB puts realistic efforts to rehabilitate its sick, problem ridden and stuck up projects by ways of:

Rephasement and waiver of partial interest. Injection of additional funds. Balancing & Modernization of machinery. Product diversification. Strengthening or changing the project management. Restructuring of Loan Accounts with transferring part of loans / interest in interest free block account(s).

3.7 Deposit Mobilization Programme Bank tries to meet its fund requirement from various sources like private, government and non-government organizations for lending and investment. Interest package on the Deposits is as under : Deposit Type 01. 02.

Savings Deposit Fixed Deposit 3 to <6 months 6 to <12 months

Rate (%) 3.50 5.25 5.50

03.

1 to < 2 Years 2 to 3 Years 3> to 5 Years Special Notice Deposit

6.00 6.25 6.25 2.00

Note: Effective from 01.01.2004, Subject to change from time to time. 3.8 OTHER ACTIVITIES Credit Rating Bangladesh Bank has made mandatory for all Banks from January, 2007 to have themselves credit rated by a Credit Rating Agency vide BPRD Circular no. 6 of July 5, 2007. The first rating by an external independent rating agency will have to be completed by June, 2007. For complying with the circular, Bangladesh Shilpa Bank (BSB) has appointed Credit Rating Information & Services Limited (CRISL) to conduct Credit Rating of the Bank. Accordingly, a Memorandum of Understanding (MOU) had been signed in between the BSB and CRISL. Some of the quantitative and qualitative factors considered for credit rating analysis are noted below : A. Quantitative Factors B. Qualitative Factors: i) Capital Adequacy ii) Assets Quality

i) Ownership ii) Management Quality

iii) Funding & Leverage

iii) Risk Management

iv) Liquidity Requirements

iv) Compliance with the Statutory

v) Earning Quality vi) Market Sensitivity

v) Accounting Quality vi) Area and size of market vii) Govt. Support

The Bank provided required information to the concerned agency for rating analysis. Depending on these information, the Credit Rating of the Bank for FY2006-07 is as follows:Long Term A

Short Term ST-3

(Adequate Safety)

(Good Grade)

Outlook Positive

Risk Management Risk, to varying degrees, is involved virtually in all types of business activities. The financial services providing organizations are not different from this. The risk exposures mainly

include credit, market, liquidity, operational, etc. Bangladesh Bank has identified 5 (five) core risk areas, relating to banking operations. These are: (1) Credit Risks (2) Asset & Liability/Balance Sheet Risks (3) Foreign Exchange Risks (4) Money Laundering Risks and (5) Internal Control & Compliance Risks. In congruence with the CRM Guidelines of Bangladesh Bank, BSB has prepared six Sub-Manuals for its compliance. The CRM manuals along with these Sub-Manuals are being followed by all department, Zonal and Branch office of the Bank for smooth functioning of banking activities. Advisory Services Apart from identification and development of viable projects, the Bank assists the interested entrepreneurs in selecting industrial projects having appropriate technology and potential market by providing advisory services and various information/data. Training For upgrading the professional competence and skills of its employees, the Bank is continually arranging training programs both at home and abroad. In FY 2006-07, a total of 370 officers and staff have participated in 68 in-house and local training programs and seminar. Besides, 1 officer is sent abroad for training. In FY 2006-07, about TK. 0.03 million is spent for training purpose. In FY 2005-06, 430 officers and staff were imparted in-house and local training. During the FY 2006-07, an internal "Special Training Workshop for the users of Software Modules developed by EATL under Computerisation Scheme of Bangladesh Shilpa Bank" is arranged where 107 officers, 10 staff, other senior level Executives and concerned EATL as well as ICT department's officials have participated in the workshop. Corporate Social Responsibility (CSR) The Bank's functions are not only limited to industrial financing, it is also committed to be known as an institution that builds long term relationship and delivers awards to its clients for regular repayment of loans as well as responsible for its employees and communities. The Bank promotes various socio-cultural activities, like picnic, sports, etc. for gearing and cheering up its employees. CSR, among others, includes scholarships to meritorious children of the Bank's employees, financial assistance to the severe ailing employees for proper treatment. Besides, the Bank also donates to charitable institutions and Government's Relief Fund. Computerization

To improve the working efficiency and provide better customer service, computerisation of Bank's activities is going on. In this regard, the Bank has undertaken an extensive action plan. The Bank has completed installation activities of LAN and WAN in different Zonal and Branch offices under computerisation scheme. For this, during the Financial year under review, 26 additional modern computers along with network accessories have been installed in Dhaka Commercial Branch Office as well as Zonal and Branch offices outside Dhaka. Apart from this, 1 (one) Remote Access Server (RAS), 1 (one) WAN Server and 18 new computers of modern standard has been installed in the Head Office. On the other hand, in order to provide improved services of share trading as well as to operate Bank's own trading activities through separate work-station, additional computers are installed. This year, the Bank has finished development of co-ordinated data base system. With the approval of the Bank's Board, an ICT policy has been formulated for effective functioning of ICT activities. According to the new policy, the former Computer Department has been renamed as Information & Communication Technology Department (ICT) and the management of the Bank is working for employing human resources for this purpose. Human Resources As on June 30, 2007 the total staff position of the Bank is 745, of which 480 are officers and 265 are supporting staff. During the same financial year, 21 new officers and 16 new staff have been appointed by the Bank. Besides, 16 officers and 8 staff have taken retirement from the banking services during this year. On the other hand, as on June 30, 2006 the total staff position of the Bank was 731, of which 457 were officers and 274 were supporting staff. Apart from this, in FY 2005-2006, 99 officers and 59 supporting staffs were promoted to the next higher position. During the period, 28 employees of different rank retired from the banking services. Annual General Meeting The 21st Annual General Meeting of the shareholders of the Bank is held on November 25, 2007. The meeting, among others, has approved the Bank's Audited Accounts for FY 200607. Board News

In FY 2006-07, 21 meetings of the Board of Directors are held to discuss and decide upon various financial, business, administrative and policy matters. Chapter Four HRM Policies & Practices of BSB 4.1 History of Human Resource Management Department (HRM) of BSB The department of human resource management was not same name as now. Modernizing the structure of the administration of the bank and Development the skill of the human resources and reducing operating cost of the organization. The directorâ&#x20AC;&#x2122;s 24 th meeting was conducted on 23rd April 1996. In this meeting, rename of the Administration department as "Administration and Human Resource Department" and Department of labor as 'department of Human resources Management'. 4.2 Sections of this department: There are five sections in this department Section 1. General administrative & policy section,

Activities - Fixing principles relating to human Resource activities/position, - Fixing principles relating to organization. -Fixing principles relating to delegation of power, -Activities relating to trade union, -Send statements relating to delegation of

2. Management section

power. -Provide employment policy, -Provide transfer policy, -Provide promotion policy, -Fixing pay scale.

3. Disciplinary section

-Fixing annual increment policy. -Mitigates the complaint against

4. Welfare section

personnel. -Provide scholarship policy, -Assist the helpless personnel,

5. Leave & medical section

-Provide retirement benefit. -Provide medical facility & allowances. -Provide vacation opportunities, -Provide conveyance facility & allowances; -Provide house rent allowances.

-Provide cloths benefits. 4.3 Function of the Human Resources Management Department

To control the administration of human resources of the bank.

`To assess and collect compatible personnel who will be perfect for the banlc

To take program and implement for developing human resources.

To prepare and implement policy about human resources and related activities.

To make appointment, promotion and appraising skill of officer and stuff.

To make service rules, correction, expansion, administration rules, sub rules, orders, notice etc for controlling and stuff.

To give scholarship to the brilliant student of the university for appointing and finding skilled officer.

To give general scholarship to the brilliant and daughter of stuff.

T'" give loan for house building, by cycle. Motorcycle, and ensure their proper utilization.

10. To communicate with trade union scrutinizing their demands, open discuss Developing the relationship with administration proper implementation of labor law. 11. To assess and grant retirement facilities at the time of retirement. 12. To give medical facilities to the stuff. 13. To maintain relationship with retired or dead stuffs and their families to know their condition. 14. To maintain and grant leaves without regular leave. 15. To coordinate and evaluate the branch and regional stuff activities. 16. To step and implement for opening new branch office. 17. To maintain relationship with government and other institution 18. To control the activities the staff of the banks and take proper. Step to implement computer technology. 19

To perform the activities assigned by the departmental head.

4.4 Summary of manpower of the bank As on 01.10.2005 Table-9 (Job-wise distribution) SI.

Name of the Position

Number

01 02 03 04 05 06 07 08 09 10

Managing Director General Manager Deputy General Manager Assistant General Manager Senior Manager Manager Senior officer, Librarian/Medical officer, Security officer Total Class-1 Total Class-ll Total officer

01 06 16 31 63 119 98 334 100 434

11 STAFF: 12 Class-II 13 Class-lv 14 Total Grand Total

235 104 339 773*

Table-10 (Profession-wise distribution) SL.

Profession

Number

01 02 03 04

Ph.D (Economics) Ph.D(MIS) Professional Accountant (ICMA, FCA, ETC.) Engineers (Civil, Mechanical, Electrical, Chemical, Naval,

01 01 04 45

05 06 07 08 09 10 11 12 13

Metallurgical) IT Expert MBAs Economist Accounting Finance Marketing & Management Law Officer Statistician Others (Inclusive of Applied, Applied Chemistry and other

15 10 57 45 03 12 08 14 556

University Graduates and Post-Graduates) Grand Total

773*

*As on 01.10.2005, Source: BSB Manual Table-11 Types Officers Staffs Total 4.5 Human Resource Policies & Practices

No. of Emplyees 24 17 41

Effective Human Resource of organization depend on the specified rules and policies, which provide a guideline to solve any problem. HRD of Bangladesh Shilpa Bank has a written Human Resource Policies (Bangladesh Shilpa Bank, Service Rules-1991) contain the followings: •

Recruitment and Selection

•

Training & Development

•

Performance Appraisal

•

Motivation of Employee

•

Leave & Vacation

â&#x20AC;˘

Discipline

â&#x20AC;˘

Retirement

4.5A. Recruitment & Selection Job Analysis Job analysis is the first step of selecting and recruiting the employee of an organization. It is the procedure through which you determine the duties of these positions and the characteristics of the people who should be hired for them. The analysis produces information on job requirements, which is then used for developing job descriptions( what the job entails and job specifications( what kind of people to hire for the job). A supervisor or HR specialist or HR specialist normally aims to collect one or more of the following types of information via the hob analysis. Work activities. Information is usually collected on the actual work activities performed, such as cleaning, selling, teaching, or painting. Such a list may also indicate how, why, and when the worker performs each activity. Human behaviors Information on human behaviors like sensing, communicating, decision making, and writing may also be collected. Included here would be information regarding human fob demands such as lifting weights, walking ling distances, and so on. Machines, tools, equipment, and work aids used. Included here would be information regarding products made, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing). Performance standards Information is also collected regarding performance standards (in terms of quantity, quality, or speed for each job duty, for instance) by which an employee in this job will be evaluated. Job context Included here is information about such matters as .physical working conditions, work schedule, and the organizational and social context - for instance, in terms of the number of people with whom the employee would normally Job have to interact. Also included here might Analysis be information regarding incentives for doing the job. Uses of job Analysis information Job Specification

Recruiting and Selection Decisions

Performance Appraisal

Job Evaluation Wages and Salary Decisions

Training Requirement

Forecast of Human Resource Demand BSB has been approved to appoint maximum 1372 employees. The necessity of human resources identified by the departmental Head and Approved by the Top management. But the recruitment is fully depends on the Govt. decision. The Recruitment and Selection Process The recruiting and selecting process can best be envisioned as a series of hurdles, illustrated in Figure 5.1-1. Specifically, recruiting and selecting require: 1.

Doing employment planning and forecasting to determine the duties of the positions to be filled.

Building a pool of candidates for these jobs by recruiting internal or external candidates.

Having the applicants fill out application forms and perhaps undergo an initial screening interview.

Utilizing various selection techniques such as tests, background investigations, and physical exams to identify viable job candidates. .

Sending to the supervisor responsible for the job one or more viable job candidates.

Having the candidate(s) go through one or more selection interviews with the supervisor and other relevant parties foe the purpose of finally determining to which candidate(s) an offer should be made.

Sources of Recruitment As the part of modem business world the BSB uses the following sources of recruitment. •

Advertisement in the Media

•

Advertisement in the Web

•

Advertisement in the Notice Board.

They prefer printed media as the recruitment source to circulate the news of employment. 4.5.B Training and Development

Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. The Five-Step Training and Development Process 1. Needs analysis •

Identify specific job performance skills needed to improve performance and Productivity.

•

Analyze the audience to ensure that the program will be suited to their specific levels of education, experience, and skills, as well as their attitudes and personal motivations

•

Use research to develop specific measurable knowledge and performance objectives.

2. Instructional Design •

Gather instructional objective, methods, media description of and sequence of content, examples, exercises, and activities. Organize them into a curriculum that supports adult learning theory and provides a blueprint for program development.

•

Make sure all materials, such as video scripts, leaders' guides, and participants' workbooks, complement each other, are written clearly, and blend into unified training geared directly to the stated learning objectives.

•

Carefully and professionally handle all program elements - whether reproduced on paper, film, or tape - to guarantee quality and effectiveness.

3. Validation •

Introduced and validate the training before a representative audience. Base final revisions on pilot results to ensure program effectiveness.

4. Implementation •

When applicable, boost success with a train-the trainer workshop that focuses on presentation knowledge and skills in addition to training content.

5. Evaluation and follow-up Assess program success according to: •

Reaction- Document the learners' immediate reactions to the training.

•

Learning -Use feedback device or pre-and posttests to measures what learners have actually learned.

â&#x20AC;˘

Behavior - Note supervisors' reactions to learners' performance following completion of the training. This is one way to measure the degree to which learners apply new skills and knowledge to their jobs.

â&#x20AC;˘

Results- Determine the level of improvement in job performance and assess needed maintenance.

4.7 Problem in Human Resources Management Absence of Motivation: There is a few chance of promotion. The workers are in the same position for a long time. There is no promotion for them. They work traditionally not take the job as a challenge. Lack of team speed: There is no team speed of the workforce. They work as usual. Sometime,. the important file and work are in freeze if any officer does not give importance on it. Lake of workforce: In BSB the authorized 3rd and 4th class workers number is 699 But actual workers are only 297.The vacant post is 402. As a result the lake of workforce, all the activities are performed in delay. Some time the officers have to does the vacant posts work which ruin their important time.Lack of Morality: Some workers are morally weak. Sometime they do not perform their duty properly. They do work which they are not authorize in some cases. Lack of Moral teaching: The human resources Management department recommends the training department only their regular work. But only regular work does not ensure the proper utilization of organizational researches. The moral learning is also necessary for ensuring their duties. No fresh worker: About 10 years, there is no new appointment. As a result the few and old workers are transferred to one department to another department. The knowledge of the world is changeable. The old workers do their predominance according to the old model. So there is no radical change of the work. If the new ftesh workers are appointed, the face of the bank will be changed. Not follow service rules: The Bank does not strictly follow service rules; many workers and officer come in office not due time. Few actions are taken for them.

Political trade union: The trade union of the BSB is politically elected. As a result the skill workers sometime deprive their promotion and facilities. Sometime only political. reason one worker in transferred from one department to another department. No strong parallel business: Some department workers are very busy. Some department workers are relaxed. They have no work. A key challenge facing organizations in the late 1990s is to continue to deliver sustained competitive advantage in the short term whilst at the same time preparing for longer-term success. Although the prime sources of competitive advantage in the past decades may have been access to financial resources or the use of technology, these are now viewed as necessary, but not sufficient. Summary of manpower of the bank :

As on 15.04.2005

A. Job-wise distribution Sl Name of the post No. 01. 02. 03. 04. 05. 06. 07.

Nos.

Managing Director General Manager Deputy General Manager Asstt. General Manager Senior Manager Manager Senior officer, Librarian/Medical Officer, Sr. Security Officer Total Class - | Total Class - || Total Officer STAFF: Class - ||| Class - |V Total

01 06 15 28 62 116 117 34 104 449

Grand Total :

194 98 292 741

B. Profession-wise distribution : SL No. 01. 02. 03. 04.

Profession PhD (Economics) PhD (MIS) Professional Accountant (ICMA, FCA, etc.) Engineers(Civil, Mechanical, Electrical, Chemical, Naval, Metallurgical)

No. 01 01 04 46

05.

IT Expert (From Engineers, MBAs, other professionals having

PGD/Diploma in Computer Science , Software Engg, Computer 06. 07. 08. 09. 10. 11. 12. 13.

Application, etc.) MBAs Economist Accounting Finance Marketing & Management Law Officer Statistician Others (Inclusive of Applied Physics, Applied Chemistry and other

09 56 42 03 12 10 13 529

University Graduates and Post-Graduates) Grand Total : 4.11 History of Human Resource Management Department (HRM) of BSB

741

The department of human resource management was not same name as now. Modernizing the structure of the administration of the bank and Development the skill of the human resources and reducing operating cost of the organization. The directorâ&#x20AC;&#x2122;s 24 th meeting was conducted on 23rd April 1996. In this meeting, rename of the Administration department as "Administration and Human Resource Department" and Department of labor as 'department of Human resources Management'. 4.12 Sections of this department: There are five sections in this department Section 1. General administrative & policy section,

2. Management section

power. -Provide employment policy, -Provide transfer policy, -Provide promotion policy, -Fixing pay scale.

3. Disciplinary section

-Fixing annual increment policy. -Mitigates the complaint against

4. Welfare section

personnel. -Provide scholarship policy, -Assist the helpless personnel,

5. Leave & medical section

-Provide retirement benefit. -Provide medical facility & allowances. -Provide vacation opportunities, -Provide conveyance facility & allowances; -Provide house rent allowances. -Provide cloths benefits.

4.13 Function of tile Human Resources Management Department 1.