EXECUTIVE SUMMARY

This report portrays an effort to explore the relationship between an

organizations design and structure and the nature of training and
development programs of the organizations. This report helps in the
understanding of how the structure of an organization affects the
development of its employees and vice versa. For the purpose of this
example of a real life organization i.e. Meezan Bank, has been taken and its
HR activities regarding organizational design and training and development
have been thoroughly observed.
The first part of the report gives a clear picture of and analyses the
organizational design of Meezan Bank which is a fine blend of the selected
features of the culture and structure of Meezan Bank. This organizational
design assists in the definition and achievements of the goals for managers.
In the second part, the training and development programs, techniques and
strategies of Meezan Bank have been investigated which shows that the
training methods and tools used by them are very much relevant and in
alignment with the departmental hierarchy and structure. It also identifies the
extent to which these training efforts are spread departmentwise.
In conclusion, the Bank has been given some suggestions and
recommendations as to how the relationship between the organizational
design and skills development can be exploited to facilitate the goals and
objectives that have been set for organizational effectiveness and efficiency.
ABOUT MEEZAN BANK LTD.
Meezan Bank Limited is a publicly listed company, first incorporated on
January 27, 1997. It started operations as an investment bank in August of
the same year. In January, 2002 in an historic initiative, Meezan Bank was
granted the Nations first full-fledged commercial banking license dedicated
to Islamic Banking, by the State Bank of Pakistan.
Meezan Bank, stands today at a noteworthy point along the evolution of
Islamic Banking in Pakistan. The banking sector is showing a significant
paradigm shift away from traditional means of business, and is catering to an
increasingly astute and demanding financial consumer who is also becoming
keenly aware of Islamic Banking. Meezan Bank bears the critical
responsibility of leading the way forward in establishing a stable and

dynamic Islamic Banking system replete with dynamic and cutting-edge

products and services.
Vision
Establish Islamic banking as banking of first choice to facilitate the
implementation of an equitable economic system, providing a strong
foundation for establishing a fair and just society for mankind.
Mission
To be a premier Islamic bank, offering a one-stop shop for innovative value
added products and services to our customers within the bounds of Shariah,
while optimizing the stakeholders value through an organizational culture
based on learning, fairness, respect for individual enterprise and
performance.
Service Mission
To develop a committed service culture which ensures the consistent
delivery of our products and services within the highest quality service
parameters, promoting Islamic values and ensuring recognition and a quality
banking experience to our customers.
Meezan Bank has made fundamental and significant progress forward, and
in doing so has established a strong and credible management team
comprised of experienced professionals, which have achieved a strong
balance sheet with excellent operating profitability, including a capital
adequacy ratio that places the Bank at the top of the industry, a long-term
entity rating of A+, and a short-term entity rating of A1.
The Banks main shareholders are leading local and international financial
institutions, including Pak-Kuwait Investment Company, the only AAA
rated financial entity in the country, the Islamic Development Bank of
Jeddah, and the renowned Shamil Bank of Bahrain. The established
position, reputation, strength and stability, of these institutions add
significant value to the Bank through Board representation and applied
synergies.
Meezan Bank believes in adding value to its customers lives and businesses,
through dynamic and competitive products and services that fulfill their
needs while conforming completely to the dictates of Shariah. At the same

time, Meezan Bank endeavors to deliver competitive risk adjusted returns to

its stakeholders.
ORGANIZATIONAL STRUCTURE
THE TOP MANAGEMENT HIERARCHY
Ownership
Shareholders
Trusteeship
Board of directors
Shariah supervisory board
Board audit committee
Corporate Management
President & CEO
COO
General Manager corporate & business development
General Manager commercial banking & SME
Divisional Management
Head of Operations
Head of legal affairs
Head of I.T
Head of Marketing
Etc
Functional Management
Marketing Manager (These designations & names not mentioned in
organogram)
Human Resource Manager (These designations & names not mentioned in
organogram)

Etc
ORGANIZATIONAL CULTURE
TERMINAL VALUES
Optimizing the stakeholders value
Offering a one-stop shop for innovative value added products and service
Instrumental Values:
Shariah compliant
Integrity
Professionalism
Service Excellence
Social Responsibility
Learning
Fairness
respect for individual enterprise and performance
Characteristics Of The Employees Of Meezan Bank
The Bank expects its employees to be:
Sober.
Truthful.
Committed to excellence
Empathetic.
Professional.
Extremely loyal.
Dependable friend.
Trustworthy business partner.
Committed to the cause of Islamic banking.

Discipline
Punctuality in working timings / hours and appointments, proper and
presentable dress, positive and cooperative behavior towards colleagues,
juniors, superiors and customers and the maintenance of discipline are the
obligations of every employee of the Bank.
Attire is a reflection of professionalism as well as that of the Bank. A
professional business appearance together with a high standard of personal
hygiene is expected from all employees.
ORGANIZATIONAL DESIGN

Meezan banks managers would now choose and administer various aspects,
dimensions, and components of its structure and culture, which in turn
would enable it to control the activities necessary to achieve its goals.
The banking industry in Pakistan has always been a thriving one, and has
been booming during the last 8 yrs even more. There have been a few
economic ups and downs, yet its growing at a fast pace. There have been
quite a few mergers and acquisitions going on, larger banks eating up the
smaller banks. In such a competitive environment, Meezan bank has got to
strike a balance between the external pressures from its environment and
internal pressures as well. Attaining this proper balance can ensure Meezan
bank a survival in the long run along with glory.
The organizational structure of Meezan Bank, in the form of the hierarchy
andorganizational culture consisting of the shared values and norm

mentioned above, are nothing but the means, which Meezan bank is
supposed to use for achieving its goals.
KEY COMPONENTS OF TRAINING & DEVELOPMENT
FRAMEWORK AT MEEZAN BANK LTD.
The Framework outlines the basic platform for training and development. It
is based on following key areas.
1. Process
Needs Analysis And Planning Activity
Identification of training & development needs;
Competency Profiling (Job Competency & Personal Competency
Profiling), the main analytical tool.
PDPs, the core planning mechanism.
Contribution which training & development makes business success.
The Assessment Of Development

Needs
The Training & Development needs for an individual are assessed through
the use of competency profiling.
Competency profiling is a tool of describing an area of knowledge, skill, or
ability. This would help in matching and placing the right person on the right
job. This provides a basis for planning personal development in a focused
way. It can be applied in two ways:
The skills and knowledge required for performing a job to a given
standard. This results in the creation of a Job Competency Profile.

 The skills and knowledge of an individual. These can be captured in

a Personal Competency Profile.
Comparison of an individuals Personal Competency Profile with the Job
Competency Profile for his/her existing position identifies current
development needs. Comparison with a Job Competency Profile for a
potential future highlights areas for long-term development activity.
Competencies are divided into two broad categories, which are referred to
Core and Specific e.g., few training courses are given below (other courses
may be added as per the requirements).
Specific
Specific to department/area
Strategic Perspective
General Management
Contingency Planning
Time Management
Compliance
Team Management
Change Agent
Regulations
Customer Focus
Information System Management
Achieving Results with People
Decision Making
Building Networks and Relationships
Leadership in Management
Islamic Banking
Product Knowledge

 Banking Laws &

Regulatory /
Risk Management
Prudential
Personal Development Planning (PDP)
Personal Development Planning (PDP) is a tool by which skills and learning
needs are transformed into development solutions. This helps Meezan bank
in improving performance of employees in their current roles and progress in
their careers in the Bank. Each employees plan is agreed in discussion with
his/her Department Head then monitors progress against the plan. It is made
sure that the plan is:
Simple.
Managed and owned by the individual.
Focused priority.
Ensures an objective approach towards assessing development needs.
Designed to encourage continuous development.
Performance Planning & Assessment
Performance Planning and Assessment is the appraisal process that helps to
translate business goals into individual objectives. Progress against
objectives is monitored and the final result is evaluated. This provides the
basis for measuring and recognizing achievements in order to link
performance with reward. It should be:
Discussed and agreed.
Open, fair and explainable.
Joint ownership between the individual and the Department Head.
Focused and assessed against objectives, as well as overall contribution in
the job as a whole.
Linked to performance reward and bonus.
2. Standards of Excellence

Competencies
The success of Meezan bank is dependent on the employees, striving to
achieve standards of excellence in their jobs. Competencies can play an
important role in this process by helping individuals to define the job
standards, which will help the employees in achieving the quality results.
3. Learning Mechanism
Learning mechanisms permits both traditional and more innovative methods.
These include:
Flexible Learning
Flexible Learning describes activities other than formal training. Flexible
Learning is usually focused on learning by doing or self-initiated study.
Examples are:
On the job training / coaching.
Mentoring.
Reading and research.
Expert briefing.
Team-based activities.
Project assignments.
Job swaps.
Head of Human Resources works with Department Heads to explore how
these opportunities can be maximized.
Management Development Program primarily develops employees in the
core competencies. Different jobs / positions throughout the Bank require
different levels and combinations of core competency, although some ability
in all these areas is needed, regardless of an individuals role.
Management Development program are designed and coordinated by the
Human Resources Division.
Business Training addresses the development of the specific competencies,
which vary between the departments.

Examples of Business Training are:

Islamic Banking;
Product knowledge;
Asset / Liability Management;
Marketing and selling skills;
Credit Management;
Negotiation skills;
Risk Management;
Customer Service Standards;
Assets / Liability Management;
Telephone Calls Handling;
Financial Management;
Cash Management.
The Head of Human Resources will work with department heads to design
the Business Trainings. The Department Heads shall conduct these trainings.
Distance Learning
Distance learning, through the provision of books, computers, videos, tapes,
etc. from a training library / institutes.
Head of Human Resources plans to develop a proper library with the input
of the Department Heads. A budget is expected be allocated to encourage
learning and growth.
Career Planning
Training & Development is viewed as a mean of enhancing the knowledge
and skills in order to progress in careers. Employees who want to take
greater personal responsibilities for their career, they are provided more help
and guidance by the Bank. Career planning is a key priority within the
Training & Development Framework.
WHOM TO TRAIN?

The Individual
Must have motivation to succeed;
Must have willingness to learn and grow;
Must have commitment & willingness to take more personal
responsibilities;
Must be committed towards Islamic Banking;
Must have right attitude towards learning and grooming;
Must take training and development activities seriously;
Must give proper feedback on Training & Development activities for
improvements.
THE ROLE WHICH RESPECTIVE DEPARTMENT HEADS AT MEEZAN
BANK PLAY IN THE TRAINING AND DEVELOPMENT PROCESS:
Supports and develops their team members.
works with their team members to identifies training & development
needs;
Creates and facilitates learning opportunities;
Makes the effective use of Training & Development Activity Plan (Annual
Training Calendar).
Prioritizes the identified training & development needs and measures for
assessing the contribution towards success.
Identifies / recommends the training needs of their team members during
the Performance Appraisal exercise. However, a special need arising in
between is communicated at any time to the Human Resources Division;
Conducts training programs as designed.
Is required to commit a minimum of 20 hours of formal training per
annum.
THE ROLE OF HEAD OF HUMAN RESOURCES OF MEEZAN BANK
IN TRAINING AND DEVELOPMENT PROCESS:
provides support & guidance to department heads in designing, delivering

 Internal or external sourcing of training & development solutions.

Receives employees training recommendation with the endorsement of
Departmental Head; matches it with PDP and make recommendations to
COO/CEO approval. The outcome is communicated to the Department
Head.
finalizes Training Activity Plan (Annual Training Calendar) with the
mutual concern of the department heads;
ensures the proper implementation and administration of the training
process during the year;
identifies the needs for in-house training program and training conducted
by outside trainers, and reviews them with the respective departmental heads
before finalizing it;
designs in-house training / course with the input of the department heads;
Ensures proper linkage between Practice and Theory (a mix of internal and
external resource persons may be blended to conduct training programs).
RELEVANCE OF TRAINING & DEVELOPMENT AT MEEZAN BANK
WITH THE ORGANIZATIONAL GOALS & OBJECTIVES
At Meezan Bank, Training & Development is the cornerstone of the business
strategy. They consider it imperative if they are to meet the challenges of an
increasingly competitive business environment. It is also a critical factor in
the future success of the bank with the advent of new Islamic banks coming
into the banking sector as a result of which there will be an increasing threat
of losing key staff to new competitors.
The Bank provides Training & Development opportunities, which are:
Timely and relevant from an individuals perspective;
Firmly linked to both todays business needs and the long-term business
plans.
Training & Development is a core management activity at Meezan bank. It
is no longer an option, but a key to competitive advantage. Meezan Banks
Training & Development policy outlines the commitment to enabling its
employees to realize their full potential and improve the Banks performance
through developing and motivating them.

Six Result Areas:

Training Driven by Business Needs.
Cost Effectiveness.
Quality Service for achieving excellence.
Integration and Consistency.
Evaluation of Output.
Ownership of Training with the Management.
ANALYSIS OF TRAINING AND DEVELOPMENT AT MEEZAN BANK
LTD.
Meezan Bank can consider its activities for Training & Development
effectively only when its employees are:
Using new skills and abilities which results in improved business
performance;
Progressing based on merit, as a result of acquiring new skills and
abilities;
Taking more personal control of the way in which their career progresses;
Experiencing greater motivation and job satisfaction as a result of new
learning;
Enjoying effective partnership with team colleagues;
Delighting customers and contributing to overall performance of the Bank.