FinalSimu NB

MPP SIMULATION PROJECT
ACKNOWLEDGEMENT
We foremost thank our Dean Subash K.C. for moderating the course of MBA with focus
and much emphasis on practical approach of learning. It is our immense pleasure to thank
our wonderful course instructor Ms. Jyoti Regmi Adhikary for assigning us with the
project work that has been of great help to understand the theoretical part and also for her
guidance and technical assistance regarding the project. Similarly, we take the
opportunity to thank M/s. Bhawana Tamrakar for allowing us to take project at the
particular organization thereby enabling communication means to link up with the
organization. We cannot remain quiet without giving our regards to Mr. Umesh Bhandari,
chief credit officer at Nepal Bangladesh Bank (NB Bank) for permitting us to study about
the position in business banking department of the same bank for the fulfillment of
project work as required for Managing People and Performance. Our sincere thanks go to
Saroja Koirala, in-charge of human resource department at the same bank for giving
initiation to the study.
Mr. Prabin Basnet, Head of Operation department at NB Bank, is the one who has
significantly helped us by his contribution of his valuable time to provide us with the
information of the concerned position at the department. Without the help of these great
many people, our project would have ended nowhere. So these distinctly recognizable
people have special place in our heart.
Our heartfelt thanks goes to our dear colleague Roshan K.C. for his logistic support and
undefined help rendered.
Lastly, a heartfelt feeling of thankfulness goes to those individuals whose direct or
indirect help and cooperation have been the motivating source to carry out the project to a
decisive point.
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EXECUTIVE SUMMARY
Today’s world is full of competition and no field remains untouched from the
competitive force. In such, the banking sector in Nepal cannot be the exception, and the
competition is even more severe. The biggest asset of any organization is its people who
manage the operation and working of the organization uniquely and differently and take
the organization to the different height apart from the competitors.
The simulation project conducted throughout this term has been a wonderful experience
in the sense that it has been a great learning opportunity and a chance to understanding
the real working world. The project is focused in the selection and preparing such
personnel who would consider the organizational goal as the top priority and commit
themselves to serve in the best interest of the organization. “Our employees are our most
important asset”: It’s been rightly remarked but the actual realization of this theme by the
organization is the topic of interest. The project of the managing people and performance
has always helped in realization of the actual essence of the human resource in running
the organization effectively.
The project is focused on the study of relationship manager at NB Bank, one of the most
important positions in determining company’s performance and expansion of the services
in the banking sector. With the help of this position, the learning is focused on various
aspects of human resource management like selection, recruitment, evaluating the
performance through effective performance appraisal, planning proper development and
training system.
The recommendation is made on the basis of best practices that should be followed in
order to make the working of the relationship manager effective and efficient and also
help in providing the platform for development so that the contribution is more
significantly visible.
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1. INTRODUCTION
1.1 INTRODUCTION TO THE PROJECT

The project is a simulation project carried-on in Nepal Bangladesh Bank (NB Bank)
picking up a position of a banking staff. We have selected a Relationship Manager of the
Business Banking Department for the study purpose. The study is focused on various
aspects of human resource management. The main purposes of the study can be compiled
as:
 Gain on-hand experience on through practical approach thereby understanding
the actual working system, challenges, and other related issues in the
professional field.
 Help in gaining the understanding of the subject matter of managing people
and performance.
1.2 INTRODUCTION OF THE BANK

Nepal Bangladesh Bank (NB Bank) is a reputed banking institution in Nepal with
considerable growth of the banking transactions in Nepal. The bank is committed to the
growth and overall development of the banking sector in Nepal at the challenging
situation. The main task includes the enhancement of satisfaction and trust of the
customers through the expansion of its services and facilities to the customer and for the
overall development of the bank. The field of expertise that NB Bank is focusing to
specialize are enlisted as below:
 Branch expansion: With proper assessment of the situation and the feasibility of
the project launching area, the need for the expansion of the branch is heeded. The
bank has adopted a policy to go on expanding its branch network in future on
priority and merit basis.
 Technology Expansion: With the need of the changing scenario in banking sector,
the bank is committed to fulfill the demands and requirements of its customers
through adoption of technological means.
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 Consumer Banking: considering the present competitive environment and to cater

increasing customer needs, the bank has given top priority to customer oriented
services by providing prominent banking service to its valued clients.
 Remittance Services: Taking into consideration the importance of remittance in
the economy of the country, the bank has established agency relationship with
various foreign money transfer agencies.
1.3 OBJECTIVES
The objectives of the simulation project are:
 To understand and formulate the conceptual framework of certain key functions of
HRM.
 To link the concept with real life situation in Nepalese organization.
 To increase the analytical skills of the students.
 To encourage team work.
1.4 METHODOLOGY
The project is carried out for the position of ‘Relationship Manager’ at Nepal Bangladesh
Bank. The process followed is a sequential step of the course as learned in the Managing
People and Performance. The data are collected basically through two sources:
 Primary Source: We collected the information of the position that we have chosen
for the simulation project of certain job dimensions and responsibilities from the
bank’s personnel whereas the information regarding the contents necessary for the
evaluation of the position in particular was derived from the course instructor.
 Secondary Source: With the help of referenced sources from internet sites and
other related documents provided by the bank are the great sources that were of
great help to carry out the project.
1.5 SCOPE
This project study has enabled us to have the clear understanding of the course Managing
People and Performance. This study also has inculcated the practice of maintaining
proper system of managing human resources, thereby setting up new culture in different
organization.
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1.6 LIMITATIONS
Time constraint is an important factor as we were engaged in other projects and
assignments at the same time. The position for the study purpose was hypothetical, so the
required and accurate information was not gathered in many instances. One position can
not define the whole concept of the managing people and performance. So it cannot be
regarded as the standard, and may have different practice and style of study adopted for
other positions.
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2. CONCEPTUAL ANALYSIS
2.1 JOB ANALYSIS

Job analysis provides information about a position to be filled that helps to identify the
major job requirements (MJR) and links them to skills, education, training, etc. needed to
successfully perform the functions of that job. It is useful to identify the experience,
education, training, and other qualifying factors, possessed by candidates who have the
potential to be the best performers of the job to be filled.
Relationship Manager (RM) is a top level managerial position in a Bank whose important
areas of responsibility is to build loans and deposits portfolio of the Bank. Key roles of a
relationship manager includes delivery of a significant budget for sales of all the Banks
products in a compliant manner, sourcing and developing new customer relationships,
preparing and processing documentation in connection with loan applications in line with
agreed procedures, promoting and maintaining a sharp business development focus and
superior service to high value customers etc. RM reports to the Chief Credit Officer and
Chief Operating Officer and supervises the work of Assistant Relationship Manager.
We have used the following 6-step procedure in our Job Analysis process:
 Identify how the information will be used

We have identified the areas where the information gathered could be used for making
decision regarding appraisals, compensation, recruitment, selection, and career planning.
 Review the background information

We have reviewed the relevant background information. We then referred the
organizational chart and carefully examined where the position of Relationship Manager
fits in.
 Select representative position to analyze

Since there would be about 3 similar positions, and they are all the same.
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 Collect data to analyze the job

At this step, we have collected data on various aspects relating to the job such as the
personal characteristics, competencies, experience, working conditions, authority etc
needed to perform the job.
 Review the information with incumbent

We then reviewed the information with the incumbent as well as his immediate
supervisor. This helped us to be sure that we were in the right track.
 Develop Job Description / Specification

Finally, we arrive at the stage of actually writing JD and JS. JD is a written statement that
describes the nature, scope and the requirement of the job where as JS includes the
human requirement necessary to perform a job.
The purpose of job analysis is to help the organization to make decisions related to:
training, selection, compensation, performance appraisal and career planning. The
following diagram would make much clear regarding how we could use the JA.
JOB ANALYSIS JOB DESCRIPTION  RECRUITMENT
 SELECTION
 TRAINING
 PERFORMANCE
APPRAISAL
 CAREER PLANNING
JOB EVALUATION COMPENSATION
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I. Methods used to collect Job Analysis Data

Information about jobs can be gathered using qualitative or narrative techniques. We
have used a combination of the following methods to collect JA data:
a. Job Performance
We tried to put ourselves in the position of the incumbent to feel the emotional
pressure, and mental requirements involved in the job.
b. Personal Observation
We observed the incumbent performing the job and made notes on how the tasks
were performed, the emotional level of the worker, and the working conditions.
c. Interviews
Interviews were conducted in a group setting with both the incumbent and his
supervisor present. This gave a mutual respect for each other. Having a group setting
turned out to be quite helpful as the incumbent knows how to do the real job and the
supervisor was able to shed some light on how the incumbent’s work was related to
the rest of the organization.
II. Major Job areas

Manage relationships to meet set of business targets by exploring various opportunities
on new loans and deposits and ensuring that the quality of the loans booked are
maintained at the satisfactory level and in compliance with regulatory and integral
guidelines.
III. Major Job Duties

Prepare budgets, formulate account strategies, make marketing calls, conducts meetings,
process loans, negotiate deals, monitor loans, etc. as required by the job.
IV. Mental, physical, and emotional qualities
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Sound health and mind, good interpersonal skills, good analytical skills, ability to work
under stress, and good logical reasoning are some of the qualities required to perform the
job effectively.
2.1.1 Job Profiling

Job Profiles are critical for any organization as they have an impact on a number of
Human Resource processes including: Recruitment and Selection, Performance
Management, Training and Development, Career and Succession Planning, etc. Thus, it is
the process of combining responsibilities and duties into jobs that enhance organizational
effectiveness and employee satisfaction
The Job Profile must contain certain minimum requirements:
 A Purpose Statement that describes why the job exists. It is a short, inspiring
statement that describes what products or services you provide (your purpose),
identifies who receives your services (your customers), and describes how these
services are provided (your values).
 A job is made up of a number of Roles. These Roles are often stated as Key
Performance Areas (KPA’s) or Key Results Areas (KRA’s). Many areas affect how
to operate a business profitably. By identifying and monitoring the areas in your
business that have a direct impact on profitability, you will be in a position to reach
your goals in a much more controlled and targeted way.
 Roles are made up of Responsibilities or Outputs that must be achieved. These
outputs must be stated as an accurate and current picture of what Responsibilities
make up the job, and must not include unrelated or irrelevant tasks.
 The Job Profile must contain a description of the Inputs of the job – these are the
competencies that the person who is doing the job is required to have. This must
contain details about the skills, knowledge, experience, qualifications and attributes
required to perform the job effectively.
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 In addition Job Profiling should outline the job’s location, authority levels,
supervisory levels, grade, and the interrelationships between the job and other jobs in
the same area.
2.1.2 Job identity

The major components of job identity are job title, job purpose, work relationship and the
information about supervisor and supervisee. This information has been gathered based
on experience of some of the team members of this project and also from related people
in the job.
2.1.3 Job Contents

Job contents contain essential functions of the position. This includes the performance
area and standards. Performance area has responsibility statement and duty statement.
These statements are the findings of Job.
2.1.4 Job Description

Job Description is an important document, which is basically descriptive in nature and
contains a statement of job Analysis. It provides both organizational information’s (like
location in structure, authority etc) and functional information (what the work is). It gives
information about the scope of job activities, major responsibilities and positioning of the
job in the organization. This information gives the worker, analyst, and supervisor with a
clear idea of what the worker must do to meet the demand of the job. Every job has a
description and if it is craft carefully, it can be used for effective hiring, new employee
orientation, evaluating performances, discipline and plan for future growth. But if it's
poorly written (or not written at all), the company can face all sorts of problems, from
low employee morale to legal troubles.
There are several uses of job description, like

• Preliminary drafts can be used as a basis for productive group discussion, particularly if
the process starts at the executive level.
• It helps in the development of job specification.
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• It acts as a too during the orientation of new employees, to learn duties &
responsibilities. It can act as a basic document used in developing performance standards.
2.1.5 Job Specification

Job specification explains what kind of person to recruit and also under what qualities
that person should be tested. It translates the job description in terms of the human
qualifications, which are required for performance of a job. They are intended to serve as
a guide in hiring and job evaluation. Thus, Job specification is a written statement of
qualifications, traits, physical and mental characteristics that an individual must possess
to perform the job duties and discharge responsibilities effectively.
2.2 ADVERTISEMENT
Every day we're bombarded with headlines that allure our interest and are designed to
grab our attention. In a world full of advertising and information - delivered in all sorts of
media from print to websites, billboards to radio, and TV to text messages - every
message has to work extremely hard to get noticed. As the world of advertising becomes
more and more competitive, advertising becomes more and more sophisticated. Yet the
basic principles behind advertising copy remain - that it must attract attention and
persuade someone to take action. And this idea remains true simply because human
nature doesn't really change. Sure, we become increasingly discerning, but to persuade
people to do something, we still need to grab their attention, interest them in how our
product or service can help them, and then persuade them to take the action we want
them to take, such as buying our product or visiting our website.
The acronym AIDA is a handy tool for ensuring that our copy, or other writing, grabs
attention. The acronym stands for:
 Attention (or Attract)

 Interest
 Desire
 Action.
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These are the four steps we need to take our audience through if we want them convince
to apply for the job if they think they are suitable for it.
Attention/Attract
In our media-filled world, we need to be quick and direct to grab people's attention. Use
powerful words, or a picture that will catch the reader's eye and make them stop and read
what you have to say next. The first job of any marketing message is to get the
ATTENTION of the prospective customer. Whether you are using print advertising,
direct mail, radio, TV or personal networking, your goal is the same. Get their attention
so you have an opportunity to deliver your message. Whatever we use to get your
prospective customer to stop and pay attention, it should meet some criteria. Our headline
is not supposed to ask for everyone to apply for the post rather to get people to stop and
pay ATTENTION to the rest of our message. So, we have kept it simple and on point and
hoped for the best results. In our advertisement we have used the picture with the tagline
“Searching for the right place” and the color background of blue which can easily attract
the eyes of the viewers from a far distance as well the color blue is chosen as Blue is the
color of the sky and sea. It is often associated with depth and stability. It symbolizes trust,
loyalty, wisdom, confidence, intelligence, faith, truth, and heaven. Blue is considered
beneficial to the mind and body.
Interest
This is one of the most challenging stages: We've got the attention of a chunk of our
target audience, but can we engage with them enough so that they'll want to spend their
precious time understanding our message in more detail? Gaining the reader's interest is a
deeper process than grabbing their attention. They will give us a little more time to do it,
but we must stay focused on their needs. This means helping them to pick out the
messages that are relevant to them quickly. So we have used bullets and subheadings, and
broken up the text to make our points stand out. Now, after getting your reader’s
attention, you should follow-up with enough information to encourage people to continue
reading. This part of our ad should either persuade, inform or both. It should follow
logically from our headline. It should expand the idea or message of our headline. One of
the best ways to develop interest from your reader or listener is to tell them what you can
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do for them. Talk in terms of their needs and how it they might benefit from doing
business with you. The most important thing to remember is that at this stage, we need to
give them a good reason to continue reading or listening and hence we have tried making
it worth their time.
Desire
The Interest and Desire parts of AIDA go hand-in-hand: As we're building the reader's
interest, we also need to help them understand how what we're offering can help them in
a real way. The main way of doing this is by appealing to their personal needs and wants.
A good way of building the reader's desire for our offering is to link features and benefits.
Hopefully, the significant features of our advertisement have been designed to give a
specific benefit to members of our target workers. Once you have your reader’s or
listener’s attention and they are interested in your business, then you need to give them a
reason to want to contact you. This is the DESIRE stage.
Action
This is the easiest part. Once the reader or listener are guided this far, it is needed to tell
them clearly and simply what the next step is and give them a good reason for taking it.
This is the step to create a Call to Action. So a common call to action is a time-limited
offer. So, we have tried to be very clear about what action we want our readers to take.
For the readers to take immediate action, we have mentioned the website from where the
readers can download forms and follow the steps that are explained in such simple
manner to drop the CVs and application for the position online on the stated mailing add.
We have also kept the option of mailing through postal telegraph open where the address
of the bank is clearly stated for those who do not have access to internet.
The A.I.D.A. formula is an easy and effective way to add power and impact to the
marketing pieces. By using it throughout the advertising, we expect to substantially
increase the return on our marketing activities - at no additional cost.
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2.3 APPLICATION BLANK
2.3.1 Weighted Application Blank

A weighted application blank (WAB) is an approach to collecting and scoring
background information from job applicants. It involves scoring applicant background in
a quantitative manner based on the proven "best responses" to each application item.
Why the weighted application blank superior to traditional application forms?

The WAB is distinguished from traditional application forms in three important ways:
1. The Items on the WAB are selected based on their demonstrated relevancy for the
job(s) for which applicants are being evaluated,
2. Best responses to each item are determined based on scientific data, as opposed to
the guesswork and assumptions that sometimes guide the development of
traditional application forms, and
3. Weights are assigned to each applicant response, and scores are totaled, thus
permitting a quantitative comparison of each applicant.
What is the process of building a weighted application blank?
1. Choose the criterion.

2. Identify criterion groups among the employees in your study (i.e., a "good" group
of employees you wish to have more employees to be like, and a "poor" group
you do not wish to have more employees to be like.
3. Select the items that you will evaluate to possible inclusion in the WAB.
4. Specify response categories for each potential item.
5. Compare responses to each item between the "good" group and the "poor" group,
and determine weights.
6. Analyze independent samples for cross-validation.
7. Set WAB scores for selection.
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The weighted application blank used for one of the positions is not necessarily used for
all the other positions. Weighted application blanks should be created for each job or job
family which has distinct job requirements so that it can provide the maximum predictive
power. While seeming to create a great disadvantage to WAB's, the reality is that
traditional application forms should be similarly customized (as a targeted application
blank). The fact that many organizations use the same application form for most or all
jobs within the organization is indefensible based on known, scientific evidence.
When developing a Weighted Application Blank it is not necessary to hire a consultant to

design an application blank. Instead, it depends on what expertise is available within the
organization. The process of developing WAB's is not too difficult compared to the
development of some other selection instruments (such as assessment centers), but the
individual(s) who design the WAB must be thoroughly knowledgeable in all aspect of
WAB design and scoring. Most often, organizations would need some outside assistance,
but consultant fees would not be prohibitive, and once developed a set of WAB's could
be utilized for many years with no additional outside investment required.
Scheme of weights (For Internal Evaluation Process)
S.N Particulars Weight Assigned
1 Qualification 15%
2 Work Experience 25%
3 Job Specific Questions 25%
4 General Questions 10%
5 Language Skills 10%
6 Training / Certification 10%
7 Location Mobility 5%
8 References -
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The weight of 15% to qualification is assigned to the particular position of relationship

manager because the post we have selected for the study purpose is a senior level one and
its importance is quite high. The qualification needed should be high as well for the
effective working.
Work Experience weight is given 25% since the position has to deal with many practical
instances, the work experience in the related field would secure high chances for the
applicant to being selected for the job.
Job specific questions is allocated with 25% of weightage since the job is highly rated
and competitive as well, proper assessment of the applicant concerning the skills,
knowledge, competencies, and the way by which s/he deals with the customers is
required. So the relevant questions remaining within the area of the control of that
position is necessary.
General questions weightage of 10% is also necessary for the position because the
position requires coordination with other team members, flexibility in the job which are
necessary and these questions are the basis of measurement of such features in the
applicant.
10% weight is given to language skills to check the efficiency of the applicant in
delivering the information and the knowledge in effective manner.
The weight of 10% to training/certification is given because it helps in measuring the
expertise in the field of job through training and also helps in identifying the applicant’s
expectations out of the job and attitude towards the job.
Location mobility with 5% weightage is essential since it helps in finding out the
willingness of the applicant in going to different places in due course of job requirement.
It also mentions the inability for not plying through the mobility conditions which is not
so much important for the job of relationship manager, so is assigned 5% of weightage.
The reference is not assigned with any weight since this is simply required to check if the
applicant is the job holder of the organization that s/he has mentioned of working prior to
applying for the current job or s/he is/was the one associated with the institution s/he has
mentioned.
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2.4 RECRUITMENT AND SELECTION PACKAGE FOR NB BANK

The package is designed to provide a clear and simple process for effective recruitment
with appropriate flexibility to meet the needs of each area, while at the same time
ensuring a transparent and fair process, and clear communication of important
information.
2.4.1 STAGES OF RECRUITMENT
Stage 1: Preparation
a. Review of needs (role, strategic imperatives)
Prior to commencing the recruitment process, Bank will conduct a review of the need for
the position to take into account the following:
• Strategic and Operational plans for the Bank

• Funding
• Current staffing structure
• Academic profile and specializations - current and future requirements
• Current staffing and skill levels
• Any foreseeable changes which might impact on the area or the role and
• How the needs for the position might best be met.
b. Review role and develop duty statement

The review of the position will performed and the Bank will come up with updated Job
Description (JD) that outlines the key outcomes and activities to be undertaken.
NB Bank is looking for a demonstrated commitment from the Relationship Manager in
his/her professional and/or personal life to the Values of the Bank which is:
o Integrity - being consistently honest and trustworthy in all activities

o Respect - having regard for self and others
o Fairness - ensuring just decisions through open decision-making
o Care - acting to ensure the welfare of others
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c. Develop Selection Criteria

Bank will develop a set of selection criterion in consultation with HR department. For the
top managerial level, the skills, knowledge, experience, values and behaviors required to
perform the duties of the position are the basis of the selection criteria which provide the
standards against which a panel may assess and select candidates.
Selection criteria is expressed in terms of
o Essential – requirements that are critical to successful performance in the position

without which the manager could not be appointed; and
o Desirable – requirements that would enable the manager to perform at a higher
level in the position, but without which the person could still be appointed.
A detailed selection criterion is mentioned below in Stages of Selection.
d. Obtain Approval to Recruit

The Approval to Recruit must be sanctioned by the concerned authority before any
further action can be taken to ensure that there is a clear understanding between all the
parties as to what is required. The approval for the recruitment of top level manager
should be given by the Chief Operation Office, the Chief Credit Officer and the Chief
Executive Officer.
e. Establish Selection Panel

The selection panel will consists of 3 people capable of accessing the skills and attributes
required of the position. The members of selection panel are:
1. Representative from Management Committee

2. HR Head
3. Chief Operation Officer
4. External Expert (If Required)
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Panel members must ensure no conflict of interest in relation to the field of applicants.
The Selection Panel undertakes a number of roles throughout a recruitment campaign,
including:
o Plan the recruitment process appropriate to the position, providing the opportunity
for candidates to demonstrate evidence of the selection criteria;
o Plan and agree the timetable for the recruitment process;
o Shortlist preferred applicants;
o Arrange and take part in the selection process, including collecting references;
o Identifying the candidates who meet the selection criteria, rank suitable
candidates in order of suitability and recommend the preferred candidate to the
Chief Operation Officer via the Selection Panel Report.
f. Plan Recruitment Process, including Selection Techniques and

Timetable
The Selection Panel will undertake this role throughout the recruitment campaign.
Recruitment Plan
Position Title: Relationship Manager
No. of Position: One
Job Location: Corporate Office, Kathmandu
Source: Internal and External
The bank will consider employee status and equal opportunities aspects for the
candidates. The position is career oriented with long term perspective.
The selection techniques and timetable is mentioned below in Selection process.
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Stage 2: Obtaining Candidates
a. Internal candidates
Existing employees and volunteers have the opportunity to apply for a new job opening.
Employee Referral could also be the other source of recruitment. It will help in retaining
the organization's investment in the employee/volunteer, reduces the amount of time
necessary to orient the person to the new position, reduces the costs of recruitment,
provides a limited number of people to select from and reduces the opportunity for
increasing diversity within your organization.
b. Advertise and/or search for suitable candidates

Positions will be advertised externally in print media (local, metropolitan and/or
national/international) and/or internet, through professional associations or through other
avenues. It will help in reaching to large audience in specific area. Internet medium is
cost effective too. Staff Services is responsible for coordinating all advertising activities.
c. Process applications
Applications from candidates are sent direct to the relevant and concerned Department.
Applications received after the closing date cannot be accepted unless authorized by the
Chair of the Selection Panel, where the application warrants further consideration by the
selection panel as part of the short-listing process. The inclusion of a late application
must be detailed in the Selection Panel Report.
Applications should be kept in strict confidence in order to protect the privacy of personal
information.
The Chair, or their nominee, will make arrangements directly with the candidates,
members of the Selection Panel, and any others involved in the selection process.
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Where the fields of candidates are part of a ‘pool’ recruitment exercise, applicants may
be considered for like positions should such vacancies arise within a reasonable period in
future.
2.4.2 STAGES OF SELECTION
Selection is a process of choosing a right candidate from a pool of eligible candidates

who are most likely to meet the criteria of the job. This process matches people with jobs
and predicts future success on the job. The process of selection follows a methodology to
collect information about an individual in order to determine if that individual should be
employed. The methodology used should not violate any laws regarding personnel
selection.
Stage 1: Selection
a. Shortlist candidates
Candidates will be considered on the basis of the following criteria and should try to
ensure that their application shows how they meet the criteria. The successful applicant
will be expected to satisfy the following selection criteria:
1. Proven experience of 5 years in operations and/or relationship management.

2. Must possess MBA degree with specialization either in Marketing or Finance.
3. Ability to work independently and largely unsupervised.
4. Ability to manage the day-to-day running of a banking operations and managing
resources effectively.
5. Good communication skills, including ability to present
6. Ability to work as part of a team, working co-operatively with senior and junior
colleagues.
7. Ability to organize and prioritize own work, including coping with large volumes
of and peaks in work.
8. Evidence of tact and discretion in dealing with confidential or sensitive matters.
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b. Conduct selection procedures involving interviews, presentations, tests.

It is for the Selection Panel to determine the most effective selection process for the
position. The process chosen should enable the collection of evidence that confirms that
the applicant meets the selection criteria and embraces the Bank’s values. Therefore, the
selection panel must ensure that the applicant(s) selected have the required skills and
experience, and also demonstrate commitment to the values of the Bank.
The selection process will follow following time table.

Activity Possible Time Range
Pre-recruitment stage (planning) 1 - 2 weeks
Review and/or classification of Job 1- 2 weeks
Description (JD)
From receipt of Request to Advertise to 1 - 2 weeks
advertising (depending on which media and copy
dates)
Advertising period 1 - 4 weeks
Short listing 1 - 2 weeks
From short listing to interview date 1 - 2 weeks
Selection process 1 - 2 weeks
Referee checks 3 days
Letter to unsuccessful candidates 1 week after interview
Getting Recommendation for 2 - 5 days
Occupancy signed off
From receipt of Appointment Form to 5 days
issue of contract
Timeline for candidate acceptance of 2 weeks
contract
TOTAL (from start to acceptance) 11 – 20½ weeks
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The selection process will follow multiple hurdle approach. The major reasons for the
selection of multiple hurdle approach are as follows:
 To avoid time consumption.

 To avoid high cost associated with large number of Interviewee going through
many steps.
 To ensure no time and effort wastage of Interviewee likely not to be selected.
It is recommended that the selection technique should include a structured, behavioral

and situational interview and following steps for multiple hurdles:
Step 1: Weighted Application Blank

A weighted application blank (WAB) is an approach to collecting and scoring
background information from job applicants. It involves scoring applicant background in
a quantitative manner based on the proven "best responses" to each application item. It is
an initial screening tool to predict future performance of the selected candidate. Weighted
application blank has been observed to be superior and effective predictor. This consists
of application blank having various parts of information required to be filled by the
candidates. Each part/question carries a specific weightage and points are awarded
according to the weight it carries. Based on this scoring, top performers are taken to next
step.
A sample of WAB for NB Bank is provided in the Appendix.
Step 2: Personality Test

This selection procedure measures the personality characteristics of applicants that are
related to future job performance. Personality tests typically measure one or more of five
personality dimensions: extroversion, emotional stability, agreeableness,
conscientiousness, and openness to experience.
Personality Test has following advantages:
23
 It can result in lower turnover due if applicants are selected for traits that are
highly correlated with employees who have high longevity within the
organization
 It can reveal more information about applicant's abilities and interests
 It can identify interpersonal traits that may be needed for certain jobs
Step 3: Cognitive Ability Test

This test uses paper and pencil or individualized assessment measures for an individual's
general mental ability or intelligence. These tests may be categorized as:
 General Intelligence Tests

 Aptitude Tests
Its advantages are:
 It is highly reliable.
 The verbal reasoning and numerical tests have shown high validity for a wide
range of jobs.
 The validity rises with increasing complexity of the job.
 Combinations of aptitude tests have higher validities than individual tests alone.
 May be administered in group settings where many applicants can be tested at the
same time.
 Scoring of the tests may be completed by computer scanning equipment.
 Lower cost than personality tests.
The test will assess the candidates in following dimensions:
 Verbal Comprehension.
 Numerical Ability.
 Visual Pursuit.
 Visual Speed and Accuracy.
 Space Visualization.
 Numerical Reasoning.
24
 Verbal reasoning.
 Word Fluency.
 Manual Speed and Accuracy.
 Symbolic Reasoning.
Step 4: Interview
A selection procedure designed to predict future job performance on the basis of

applicants' oral responses to oral inquiries. It is useful for determining if the applicant has
requisite communicative or social skills which may be necessary for the job. It allows the
applicant to ask questions that may reveal additional information useful for making a
selection decision and the interview may be modified as needed to gather important
information.
We have segregated examining criteria for the Interviewer as the follows:
Head-Human Resource Department and Management Representative:

 Personal Traits
o Job Motivation
o Work standards
o Initiatives
o Stress tolerance
 Communication skill
o Listening
o Oral/written Presentation
o Technical Translation
 Interpersonal Relations
o Sensitivity
o Leadership
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o Tenacity
o Persuasiveness
 Management ability
o Planning and organizing
o Delegation
o Control
o Staff co-ordination
 Decision Making
o Analysis
o Judgment Decisiveness
 Impact
o Rapport building
o Flexibility
 Presentability and other generic skills
Chief Operation Officer:
 Understanding of the job on broader perspective

 Experience and its appropriateness in the proposed job
 Ability and skill to perform the job
External experts:
 Understanding of external environment of the economy and its interpretation for

the performance of job
 Understanding the relevant law, acts, directives e.t.c for the job performance
 Knowledge or potentiality to learn for assuming higher responsibility
26
c. Conduct Referee Checks

References may be taken up at any stage in the selection process but they should be
completed before an offer of employment is made. This should be performed by staff
services to cross check the referees mentioned in the application form submitted by the
candidates. The purpose of referee checks/reports is to collect additional evidence to
assess the candidates against the selection criteria, and to gain supporting evidence of the
information provided by the candidates.
d. Recommend successful candidate

The Selection Panel shall make a decision on the basis of consensus. The Chair of the
Selection Panel will complete the Selection Panel Report and Recommendation for
Occupancy Form, sign it and forward it for approval by the Board of Director.
The following lists additional information must also be sent to the person approving the
appointment:
• Successful candidate’s application;

• Referee reports; and
• Any other associated documents.
The BOD will review the recommendation from the Selection Panel and approve the
decision or refer it back to the Selection Panel for further consideration.
The Chair of the Selection Panel is responsible for ensuring that the authorized
Recommendation for Occupancy and Selection Panel report and the accompanying
documents are forwarded to Staff Services for preparation of the contract.
e. Advice unsuccessful candidates

The Chair of the Selection Panel is responsible for contacting unsuccessful candidates.
Out of respect to the candidates and mindful of the Bank’s public relations, unsuccessful
candidates should be advised of the outcome as soon as possible.
27
If the Chair has verbally advised an unsuccessful interviewed candidate of the outcome
and provided feedback then there is no requirement to provide written notification to that
candidate. The Chair should record that verbal notification (and feedback if sought) was
provided.
Stage 2: Entering Into the Employment Contract
 Make verbal offer/negotiate remuneration package

Once the appointment has been approved by the BOD, the Chair of the selection panel
may advise the successful candidate verbally that they are the preferred candidate for
appointment.
A verbal offer of employment and the candidate’s verbal acceptance creates a contractual
relationship between the candidate and the Bank, therefore a verbal offer must not be
made until the appointment has been approved and Staff Services are informed.
HR Head, or if delegated to the Chair of the Selection Panel, are authorized to negotiate
elements of the employment package, e.g. salary and non-salary items, relocation
expenses, retention allowance. It is recommended that Heads contact the BOD or in the
first instance if an employment package is to be varied from the standard package which
was advertised.
Staff Services must be advised in writing of any changes to the terms of employment
which may be negotiated at this stage to ensure that the correct contract is issued.
 Issue Written Contract

On receipt of the completed Recommendation for Occupancy Form, Staff Services will
issue the written contract of employment. Written contracts may only be issued by Staff
Services and must be signed in accordance with the Bank’s Schedule of Delegations.
Other officers do not have the delegation to commit the Bank in writing.
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Form for Recruitment and Selection checklist is provided in appendix.

Sample offer letter is provided in Appendix.
2.5 PERFORMANCE APPRAISAL:
Almost every organization in one way or another goes through a periodic ritual, formally
or informally, known as performance appraisal. Performance appraisal has been called
many things. The formal performance appraisal has been called a tool of management, a
control process, an activity and a critical element in human resources allocation. Uses for
performance appraisal have included equal employment opportunity considerations,
promotions, transfer and salary increases. Primarily performance appraisal has been
considered an overall system for controlling an organization. Performance appraisal has
also been called an audit function of an organization regarding the performance of
individuals, groups and entire divisions.
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development.
Almost every organization in one way or another goes through a periodic ritual, formally
or informally, known as performance appraisal. Performance appraisal has been called
many things. The formal performance appraisal has been called a tool of management, a
control process, an activity and a critical element in human resources allocation. Uses for
performance appraisal have included equal employment opportunity considerations,
promotions, transfer and salary increases. Primarily performance appraisal has been
considered an overall system for controlling an organization. Performance appraisal has
also been called an audit function of an organization regarding the performance of
individuals, groups and entire divisions.
29
2.5.1 Objectives of Performance Appraisal:
 Give feedback on performance to employees.

 Employees would like to know from a performance appraisal system:
- concrete and tangible particulars about their work; and · assessment of

their performance.
 This would include how they:
· did;
· could do better in future;
· could obtain a larger share of rewards; and
· could achieve their life goals through their position.
 Therefore an employee would desire that the appraisal system should aim at:
· their personal development;
· their work satisfaction; and
· their involvement in the organization.
 From the point of view of the organization, performance appraisal serves the
purpose of:
· providing information about human resources and their development;
· measuring the efficiency with which human resources are being used
and improved;
· providing compensation packages to employees; and
· maintaining organizational control.
30
 Identify employee training needs.

 Document criteria used to allocate organizational rewards.
 Form a basis for personnel decisions: salary increases, promotions,
disciplinary actions, etc.
 Provide the opportunity for organizational diagnosis and development.
 Facilitate communication between employee and administrator.
2.5.2 Steps of Appraisal:

 Establish performance standards: The first step of performance appraisal
consists of the establishment of the performance standards which serves as the
criteria of performance i.e. what is to be done and how well it is to be done. It
establishes job expectations like standard of quantity, quality, time and cost. The
standard set should be on the basis of SMART criteria.
 Mutually set measurable goals: The standard of the job should be made clear to
the employees. The supervisor and employee should set measurable goals through
communication.
 Measure actual performance: Actual job done by the employee is measured.
 Compare performance with standard: The actual performance is then
compared with the standards. The Deviations found is to be noted. The
magnitude, nature, causes and incidence of deviations are analyzed. Performance
can be equal or above or below standards.
 Discuss Appraisal with the employee: The result of performance appraisal is
discussed with the employee to provide performance feedback to the employee.
 Initiate development/correction actions: The corrective actions can be to
correct deviation in performance through training and development programs.
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2.5.3 Methods of Performance Appraisal
There are various methods of performance appraisal as described:

a. Graphic Rating Scale:
The graphic rating scale is the simplest and most popular technique for appraising
performance. It lists a number of traits (such as quality, reliability) and a range of
performance (from unsatisfactory to outstanding) for each employee. Supervisor then
rates each subordinate by checking the score that best describes the subordinate’s
performance for each trait.
b. Alternate Ranking:
This method of ranking of employees includes ranking them from best to worst on the
basis of one single trait, choosing highest, then lowest, until all are ranked.
32
c. Paired comparison:
Subordinate to be rated is paired with and compared to every other subordinate on

each trait (quantity of work, quality of work, and so on).
d. Forced Distribution:
It is similar to grading on curve. In this method manager places predetermined

percentages of subordinates in performance categories. e.g. 15% high performers,
20% high-average performers, 40% average performers, 15% marginal performer and
10% unsatisfactory performer.
e. Management by Objectives (MBO):
MBO requires the manager to set specific measurable goals with each employee and
then periodically discuss progress toward these goals. MBO generally refers to a
comprehensive and formal organization wide goal setting and appraisal program
consisting of following six steps.
 Set the organization’s goals

 Set departmental goals
 Discuss departmental goals
 Define expected results
 Conduct performance reviews and measure the results
 Provide feedback
f. Behaviorally Anchored Rating Scale (BARS):
It is an appraisal method that combines the benefits of narrative critical incidents and
quantitative ratings by anchoring a quantified scale with specific narrative examples
of good or poor performance. The process of BARS involves Generating critical
incidents,
Developing performance dimensions, Reallocating incidents, Scale the incidents,
Develop a final instrument.
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2.5.4 Scope of Performance Appraisal
 To help each employee understand more about their role and become clear about their
functions;
 to be instrumental in helping employees to better understand their strengths and
weaknesses with respect to their role and functions in the organization;
 to help in identifying the developmental needs of employees, given their role and
function;
 to increase mutuality between employees and their supervisors so that every
employee feels happy to work with their supervisor and thereby contributes their
maximum to the organization;
 to act as a mechanism for increasing communication between employees and their
supervisors. In this way, each employee gets to know the expectations of their
superior, and each superior also gets to know the difficulties of their subordinates and
can try to solve them. Together, they can thus better accomplish their tasks;
 to provide an opportunity to each employee for self-reflection and individual goal-
setting, so that individually planned and monitored development takes place;
 to help employees internalize the culture, norms and values of the organization, thus
developing an identity and commitment throughout the organization;
 to help prepare employees for higher responsibilities in the future by continuously
reinforcing the development of the behavior and qualities required for higher-level
positions in the organization;
 to be instrumental in creating a positive and healthy climate in the organization that
drives employees to give their best while enjoying doing so; and
 to assist in a variety of personnel decisions by periodically generating data regarding
each employee.
2.5.5 Errors Occurred in Performance Appraisal

One of the biggest problems with performance appraisal is the fact that most people are not
accurate raters of others’ performance. When an employee’s performance rating does not reflect
34
their true or actual performance, we say a rater error has occurred. The most common rater errors
are:-
 Halo / Horn Effect

 Central Tendency
 Recency
 Leniency
 Bias
2.5.6 Performance Appraisal Policy:
General Statement:
The history of Nepal Bangladesh (NB) Bank shows that the performance appraisal of the
employees was not clear to the employees and the performance of the employees of the
bank was diminishing. After the intervention in the management by Nepal Rastra Bank
(NRB), the bank has gone through a series of changes, among the changes one of them is
the performance appraisal of the employees at the bank.
In Nepal Bangladesh (NB) Bank, it has been in practice that after every year the
performance appraisal form is given to all the permanent employees for their evaluation.
The form is provided to the junior level office employees by their supervisors and to the
senior level managers, it is the duty of the chief managers of respective
department/section to see that the appraisal is carried out.
Purpose or Objectives:
The main intent of carrying out performance appraisal is to enhance the performance and
the knowledge within the organizational context in general. The more importantly, there
are various purposes of the performance appraisal few of which are regarded useful and
worth noting are enlisted as:
35
a. Provide a forum for open discussion of individual strengths and identification of

areas where improvement is needed.
b. Provide assistance to the individual for improvement of performance and on-
going development.
c. Provide an opportunity for the individual and supervisor to set mutual objectives.
d. Provide a fair and effective basis for making personnel decisions.
e. Recognize the importance of the individual's contribution to institutional success.
f. Provide supporting documentation for pay decisions, promotions, transfers,
grievances, complaints, disciplinary actions, and terminations.
g. Allow for continuous communication between supervisor and employee about job
performance.
h. Offer the supervisor and employee the opportunity to develop a set of
expectations for future performance.
i. Provide the opportunity for the supervisor and employee to assess the employee's
past performance.
Guidelines:
There are various ways of carrying out performance appraisal. Specifically, the following
can be considered as basic guidelines:
a. The evaluation is completed in cooperation with the appraisee.

b. The criteria on which performance is evaluated will be clearly communicated to
the appraisee prior to the commencement of the evaluation process.
c. The performance of each individual is different due to the difference in their skills
and abilities.
d. Performance is compared with expectations-the current position description.
e. Generally, supervisors are considered for making valid judgments, but the
evaluations are sought from the junior level staffs as well.
f. Confidentiality is maintained throughout, and the results are clearly explained and
controlled stating it to be the effective and fair means of appraisal.
36
g. A result of the evaluation process will be the identification of appraisee

development needs and the creation of a plan by which that development will be
achieved.
Meets Exceeds
Unacceptable Improvement Outstanding
Needed Expectations Expectations
Work Work Work Work Work
performance is performance performance performance is performance is
inadequate and does not consistently consistently consistently
inferior to the consistently meets the above the superior to the
standards of meet the standards of standard of standards
performance standards of performance performance required for the
required for the performance for for the for the position. job.
position. the position. position.
Performance at Serious effort is
this level cannot needed to
be allowed to improve
continue. performance.
The table presented above gives the overall performance rating on the basis of the
performance appraisal given in the annex 5.1 (performance evaluation format used at NB
Bank)
2.6 DEVELOPMENT PACKAGE:
“Our employees are our most important asset": It may be true, but how do you give teeth
to this highly overused statement? To be credible to your employees, you need to exhibit
a genuine commitment to their professional growth, while remembering that you are not
running a training organization. Fortunately, achieving this balance is not that hard. The
37
key is to keep it simple. The essential elements of a development plan are clearly tying
training and education to business objectives, defining and obtaining mutual commitment
to specific actions, and following up periodically on the commitments made. In practice,
you will find that employees who were complaining about not being given opportunities
to develop their skills may in fact not be living up to their end of the commitment. Over
an extended period of time, those who are committed to developing their skills become
evident.
2.6.1 Benefits
An effective training and development strategy:
• Provides a clear statement to employees that you are interested and committed to
their professional growth.
• Focuses on the mutual commitment (employee and employer) necessary to make
career development a reality.
• Enables predictable budgeting of training costs.
• Provides for feedback on the efficacy of training.
2.6.2 Initiation
If you do not have a formal training/development program in place, take the following
steps:
a. Develop a program for training and development using as the foundation
form similar to that provided in the sample form.
b. Ensure that there is adequate funding available to carry out the program.
c. Assert and ensure the commitment to the program from all parties involved.
d. Ensure that support for the program is part of the management evaluation
process for your management team.
2.6.3 Development Package for Relationship Manager in Nepal

Bangladesh Bank
The Recognition and Development Program provides employees with a fair and
confidential process for establishing clear expectations regarding duties and
38
responsibilities, gaining an understanding of the objectives and workloads of a position,

recognizing achievements and conveying appreciation, providing feedback about work
performed, agreeing on staff development and training needs and the means of meeting
those needs, offering guidance, planning career moves, and giving the opportunity to
resolve work problems.
The Bank’s Staff Development Policy aims to assist the development of each individual
and thereby enhance the Bank’s performance through improved organizational efficiency
and effectiveness. Towards this objective, the Recognition and Development Program
provides a process that supervisors can use to further the organization unit’s common
goals, acknowledge achievements of their general staff, learn whether problems exist, and
work with individual staff to build on their strengths and overcome any problems.
2.6.4 Needs Assessment

Companies must analyze carefully if they need to enroll their employees in specific
development programs. If so, what courses are best suited for their company? What target
results do they want from their employees on account of the training? These questions
can be answered using a needs analysis and finding out which areas need extra training
for employees. Usually managers need training to help perform better and manage more
efficiently, make sure the employees are up to date with the latest technology available to
ensure they perform better, convey to the employees all about the program, the outcomes
the bank expect, and how important it is he/she do his/her jobs better by using the
opportunity the bank has provided him/her. Hence, employee development programs are
essential for any business to thrive and succeed.
 Needs Assessment from Position Holder’s Perspective
An individual development plan is prepared by the position holder in partnership with his
or her supervisor. The plan is based upon the needs of the position holder, the position
and the organization. A good individual development plan will be interesting, achievable,
practical and realistic. It is implemented with the approval of the employee's supervisor.
o Self-assessment
39
The position holder identifies his or her skills, abilities, values, strengths and weaknesses.
To conduct a self-assessment the position holder should:
 Compare his/her knowledge, skills and abilities to those identified in the job
description
 Review performance assessments (performance assessments are often used as the
starting place for developing individual development plans).
 Identify his/her areas of strength and weakness.
 Explain the beliefs, attitudes and values that he/she can bring to the job.
 Identify his/her needs such as security, advancement, money, challenge, etc.
 Ask for feedback from the supervisor
o Assessement of his/her current position and work environment
The employee does an assessment of the requirement of his or her position at the present
time and how the requirements of the position and/or organization may change. To
conduct a position assessment:
 Identify the job requirements and performance expectations of his/her current

position.
 Identify the knowledge, skills, and abilities that will enhance his/her ability to
perform the current job.
 Identify and assess the impact on his/her position of changes taking place in the
work environment such as changes in clients, programs, services, and technology.
 Describe what environment he/she can learn best in.
 Describe the supervisory style he/she is most comfortable with.
 Needs Assessment from Management Perspective
Employee training is the responsibility of the organization. Employee development is a

shared responsibility of management and the individual employee. The responsibility of
management is to provide the right resources and an environment that supports the
growth and development needs of the individual employee.
40
The management should focus on the following aspects for successful employee training
and development program:
 Provide a well-crafted job description - it is the foundation upon which employee

training and development activities are built
 Provide training required by employees to meet the basic competencies for the
job.
 Develop a good understanding of the knowledge, skills, and abilities that the
organization will need in the future. What are the long-term goals of the
organization and what are the implications of these goals for employee
development? Share this knowledge with staff.
 Look for learning opportunities in every-day activity. Was there an incident with
a client that everyone could learn from? Is there a new government report with
implications for the organization?
 Explain the employee development process and encourage staff to develop

individual development plans
 Support staff when they identify learning activities that make them an asset to the
organization both now and in the future.
On the part of individual employee in order to make employee development program a

success, the following are impotant:
I. Look for learning opportunities in every-day activity
 Identify goals and activities for development and prepare an individual

development plan
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2.6.5 Development Package for NB Bank
The recognition and development process starts when the staff member is new to the
position with a meeting to discuss tasks and accountabilities from the duty statement.
Performance, training and development needs, key aspects/areas of focus, and objectives
for the next review period are discussed at each annual review. Outcomes from the
annual review include a recommendation concerning remuneration and an agreed training
and development plan. The cyclic representation of employee development process is
mentioned below:
Duty Statement
• Primary purpose of the
position
• Tasks/Accountabilities
• Objectives
Annual Review
• Performance assessment and results
Training and Development
Possible Outcomes • Job Skills and Knowledge
assessment
• Recommendation for an
increment, as appropriate • Training and Development planning
Next 12 months
• Recommendation for outstanding
• Key aspects/areas of focus
performance, if warranted
• Objectives
• Agreed training and development
plan
2.6.6 Cost-effective methods for employee training and development

Employee training and development needs to suit the organization's context, job
descriptions, employment contracts and collective agreements. When selecting employee
42
training and development methods, it is important to remember the learning process.

There are many ways to provide employees with learning opportunities, including:
I. On-the-job experience
a. Committees
 Committees are part of every-day activity in any organization made up of staff

from different areas of the organization will enhance learning by allowing
members to see issues from different perspectives.. They can also be effective
learning tools, with the right focus.
 Set aside part of the committee's work time to discuss issues or trends that may
impact on the organization in the future.
 Duration: Atleast weekly meeting is arranged by the department itself. The
committee with members from different departments meets every fortnightly to
share the experience of achievement and success within the orgainization.
 Outcome: The members of different committee come up with certain plan and
share with the members in the meeting. The relationship manager should be able
to analyse the important issues under his/her areas of working.
b. Conferences and forums
 The relationship manager can attend conferences that focus on topics of relevance
to his/her position and the organization.
 Requirement: The employee makes a presentation to other staff as a way of
enhancing the individual's learning experience and that of the organization’s as a
whole.
 Location: The relationship manager in the prospective program of training can be
send to attend seminars, conferences and forums (like the ones conducted by the
international association of banks, etc.) to different places in-and-outside the
country.
43
 Outcome: The relationship manager after attending such programs will gather
expertise in the new prospective fields of the banking sector.
c. Critical incident notes
 Day-to-day activities are always a source of learning opportunities.

 Select the best of these opportunities and write up critical incident notes for staff
to learn from. For instance, a client complaint was handled effectively by the
relationship manager. S/He can write a brief summary of the incident and identify
the employee's actions that led to a successful resolution.
 The manager can share the notes with the employees involved and with others as
appropriate. If the situation was not handled well, again s/he can (even) write a
brief description of the situation identifying areas for improvement.
d. Field trips
 NB Bank has many branches at different locations. So the visit by the relationship
manager to the sites other than the central office helps the manager gain a better
understanding of the full range of programs and clients that the organization
serves.
 Field trips to other organizations serving a similar clientele or with similar
positions can also provide a valuable learning experience.
 Even the staff’s visit would be helpful for the manager by making follow up of
the field trip by having the staff explain what s/he has learned and how s/he can
apply that learning to the organization.
 Duration: The field trip should be frequently organized which should not exceed
the time of 2 year between the two consecutive visits and it should be for a time
period of atleast 2 months.
 Outcome: This will help in gaining hand-on experience of the working of the
different places with the type of sub-culture within the same organization.
e. Job aids
44
 Job aids are very useful for the relationship manager (especially the one taking on
new responsibilities and for activities that happen infrequently). Tools like
manuals, checklists, phone lists, procedural guidelines, decision guidelines and so
forth can be given to the manager to help perform the job better.
 This even includes the enrichment of the job with the addition of technological
advancement equipments and their needs and requirements should be assessed in
the organizational context.
 Outcome: The relationship manager can enhance efficiency in his/her areas of
control.
f. Job expanding
 Once the manager has mastered the requirements of his or her job and is
performing satisfactorily, s/he may want greater challenges. The manager can be
assigned new additional duties of his/her choice in consent with the supervisor.
 Organizations with flat organizational structure are starting to give some
managerial tasks to experienced staff as a way of keeping those staff challenged.
 Outcome: It strenthens the ability of the manager and prepares for the new job
responsibilitis and even the position as well.
g. Job rotation
 On a temporary basis, the realtionship manager can be given the opportunity to

work in a different area of the organization.
 The employee keeps his or her existing job but fills in for or exchanges
responsibilities with another employee.
 The organization has to identify the behavior of the employees and see to it that if
they need any changes in the working environment and job responsibilities and
provide so accordingly through job rotation.
45
h. Job shadowing
 If an employee wants to learn what someone else in the organization does, the
employee can follow that person and observe him or her at work.
 Usually the person doing the shadowing does not help with the work that is being
done.
 Outcome: This increases the skill and in the field outside his/her actual field of
work.
i. Learning alerts
 Newspaper articles, government announcements and reports can be used as

learning alerts.
 Prepare a brief covering page which could include a short summary and one or
two key questions for the employees to consider. Then circulate the item.
 Include the item on the agenda of the next staff meeting for a brief discussion.
j. Peer-assisted learning
 Two employees agree to help each other learn different tasks. Both employees
should have an area of expertise that the co-worker can benefit from.
 The employees take turns helping their co-worker master the knowledge or skill
that they have to share.
 A successful manager even seeks information and tries to learn from his/her sub-
ordinates.
k. 'Stretch' assignments
 These assignments give the employee an opportunity to stretch past his or her
current abilities.
 The manager should take time after the consigned assignment to discuss with the
employees what went well and what could have been improved.
46
 Outcome: This helps the manager to look out of the window and think out of the
box and also prepares for the higher rated job than what s/he has been doing right
now and makes ready to take up the added responsibilities.
l. Special projects
 Give the manager an opportunity to work on a project that is normally outside his
or her job duties.
 Frequency: The relationship manager can be asked to undertake the new projects
of the bank in regular basis.
 Outcome: The manager can be trusted with new project launch and ready him/her
for such undertaking.
m. Relationships and feedback
m1. Coaching
 Coaching refers to a pre-arranged agreement between an experienced manager

and a newly appointed or inexperienced one.
 The Chief Credit Officer (CCO) has to provide practical skills on how to sanction
and control the credit flow in co-ordination with the experts.
 The CCO has to evaluate and provide feedback on the skills practised by the
Relationship Manager on monthly basis.
 Duration: There should be the provision of providing coaching for at least one
month about the job to be performed.
 Outcome: The relationship manager is able to understand the accurate working of
the organization in banking sector.
m2. Mentoring
 Mentoring is similar to coaching. Mentoring occurs when a senior, experienced

manager provides guidance and advice to a junior employee.
47
 As, the relationship manager and his/her sub-ordinates have a working

relationship with each other so the manager can direct his/her sub-ordinates
regarding the task performed through his/her experience.
 Outcome: The manager himself/herself will be able to tackle the problems faced
while carrying out an assigned task.
m3. Networking
 Some professional specialties have informal networks designed to meet the

professional development need of the members. Members meet to discuss current
issues and to share information and resources.
 The bank needs to call for meeting and if possible call for conference with its
legal advisors, national economist and other related individuals to deal with
current issues and problems of the bank and also discuss on the issues related to
the bank.
 Outcome: The relationship manager can help the bank identify its potential
threats, opportunites and act accordingly.
m4. Performance appraisal
 Performance appraisals are partly evaluation and partly developmental. In

traditional performance appraisals the manager evaluates the employee's strengths
and weaknesses.
 In a 360-degree performance appraisal, feedback is gathered from supervisors,
peers, staff, other colleagues, and sometimes clients.
 Objective: The results of an appraisal can be used to identify areas for further
development of the employee.
 Outcome: The manager should be able to identify the developmental needs of the
employees and the ways to motivate them to work keeping in mind of the
organizational interest.
n. Classroom training
n1. Courses, seminars, workshops

48
 These are formal training opportunities that can be offered to employees either
internally or externally. A trainer, facilitator and/or subject matter expert can be
brought into your organization to provide the training session or an employee can
be sent to one of these learning opportunities during work time.
 By identifying the needs of the employee, the organization needs to invite experts
for special training through seminars, courses and workshops to its employees to
improve their performance.
 Duration and Frequency: One month of training provided by the seminars and the
workshops is at least required and should be regularly attended assessing the
changing context of the banking operation.
 Outcome: The change is implemented in the best interest of the organization and
personal development is assured.
II. Off-the-job learning
a. Courses offered by colleges or universities
 The relationship manager is sometimes send to colleges and universities that offer
courses relevant to his areas of job responsibilities at flexible time, but the cost of
course would be incurred by the bank itself..
 If the manager needs to attend some courses related to his/her performance, the
manager can find crash courses related to the manager’s requirement and attend
the class on paid leave.
 Outcome: The manager would be updated with the latest scenario and
achievements in the field of banking in relation to the human resources and the
ways of operation of the system in organizational context.
b. Professional associations
 Professional associations, like networks, provide employees an opportunity to

stay current in their chosen field.
49
 Purpose: The manager needs to maintain a sound relation with professionals and
experts.
 Outcome: The manager would be updated with the market nature and take advice
and can provide suggestions for solving problems or addressing issues.
c. Reading groups (also called learning circles or reading circles)
 A group of staff meets to discuss books or articles relevant to the work or the
business banking department of NB Bank.
 Time: Meetings usually take place outside normal working hours on weekly basis
to discuss any article related to the financial sector.
 Requirement: The article or journals should be provided beforehand for the
employees to prepare on it.
 Outcome: The work group can have various ideas and they are expected to come
up with solution to some problem on consensus. An appreciable team work is
expected.
d. Self study
 Self-paced independent reading, e-learning courses, and volunteer work all

provide learning opportunities. The manager engages in the learning activity by
choice and at his or her desired pace of learning.
 Outcome: The manager is supposed to have enhanced the research ability and
analyze the situation independently on his/her own.
The above mentioned procedures definitely help in enhancing the level of the work at the
organization. Apart from these methods of developmental activities, the organization
should be arranging the training programs and other activities to uplift the capability of
the personnel. After assessing the form for the need of developing the job skills, and
knowledge as presented in the annex, the organization should act accordingly.
50
3. LEARNING
This simulation project has been designed with the objective of acquiring practical
knowledge and implications to what we have learned theoretically. At first, we have
selected “Save the Children” for this simulation purpose. But it was going through a
restructuring program and was unable to provide us with the necessary information any
more. So, we have to change the organization. Then we selected “NB Bank” for this
project. It provided us with all the required information. Even while selecting the
organization, it is important that we should select such organization that provides us with
continuous information according to the need of the study and as designed by the course
instructor.
The learning from this project has been in a sequential order such as job description and
job specification, ad construction, weighted application blank, recruitment and selection
package, appraisal package and development package. With the preparation of these
packages, we learned to apply the HR concepts in a more practical manner.
The position “Relationship Manager” was hypothetical for which we have designed all
these packages. So we were involved in more complex cognitive processes. All team
members have to do lot of brain storming for developing every package. To some extent,
we also learned to be more analytical. And also this project report is a result of our team
effort. We also recognized the value of team work while going through the project.
51
4. CONCLUSION AND RECOMMENDATION

The objective of the project was to get hand-on-experience in professional HRM
functions and to combine practical experience with theoretical knowledge on several HR
issues of Nepal Bangladesh Bank.
While working on the project, we came to know about different issues that were essential
but not highlighted. The preparation of different parts of the project was not a big issue
but to understand the implementation of such small issues in different package was worth
learning.
Humans are by nature prone to error, but the successful person learns from the mistake
and tries to correct him/herself from not committing the same. Due course of entire
project, we committed certain mistakes in the study process and on the matter as well.
Those mistakes were corrected in the report with incorporation of fundamentals of
subject-matter from human resource management. The project enabled us with the
learning of the organizational context and its real work environment. The organizations
which do not consider the human resource management have the improper way and
system of working. So in order to bring out the effective working of any organization, the
systematic approach as guided by human resource management is absolutely necessary.
In regard to recommendation, we can divide this part into two sections: recommendation
for the position (relationship manager) that we have studied and to the organization as a
whole.
Considering the recommendation to the relationship manager, we devised following
points:
 Gather the knowledge through training, seminars and other sources to broaden the
knowledge of the field of working.
 Understand the real duties of the area of control, and make the employees under
the position to work with sense of responsibilities by helping them achieve certain
goals which they consider challenging but attainable.
 Know the power authorized for the post, and utilize it to enhance the working.
 Prioritize the key responsibilities and duties so that the important aspect of job
assignment is carried out at first hand and later finish other duties as well.
52
 Communicate the expectations out of the job, wants and desires from the
organization, so that the real intention of the job is understood.
Similarly, the organization has to take care of various things such that the overall
performance can be heightened. Some of the points worth to be mentioned in view of
giving positive comments to the organization are:
 Keep up-to-date record of human resources management through HRIS.
 Select the best individuals for the vacant position who can meet the job
requirements and specifications and understand the organizational goal.
 Whenever it has to announce the vacancy in any post, follow the AIDA
guidelines to publish the advertisement in most suitable media.
 Always create an open communication channel so that the personnel of
organization can share their achievements, complaints and ideas which can be of
great benefits to the organization.
 Motivate the staffs through proper means, and create a sense of respect and
recognition in the employees so that they feel motivated to work with full
commitment.
 Devise effective, reliable, faultless performance appraisal with consent of the
employees.
 Manage trainings and developmental programs to the staffs after assessing the
evaluation form.
 Create change in the organizational structure and culture that best carries the
interest of the employees as well.
53
Table of Contents
ACKNOWLEDGEMENT………………………………………………………………...i
EXECUTIVE SUMMARY……………………………………………………………….ii
TABLE OF CONTENT………………………………………………………………… .iii
1. INTRODUCTION ........................................................................................................................... 1
1.1 INTRODUCTION TO THE PROJECT ................................................................... 3
1.2 INTRODUCTION OF THE BANK......................................................................... 3
1.3 OBJECTIVES........................................................................................................... 4
1.4 METHODOLOGY ................................................................................................... 4
1.5 SCOPE...................................................................................................................... 4
1.6 LIMITATIONS......................................................................................................... 5
2. CONCEPTUAL ANALYSIS .............................................................................................................. 6
2.1 JOB ANALYSIS ...................................................................................................... 6
2.1.1 Job Profiling ...................................................................................................... 9
2.1.2 Job identity....................................................................................................... 10
2.1.3 Job Contents .................................................................................................... 10
2.1.4 Job Description ................................................................................................ 10
2.1.5 Job Specification.............................................................................................. 11
2.2 ADVERTISEMENT............................................................................................... 11
2.3 APPLICATION BLANK ....................................................................................... 14
2.3.1 Weighted Application Blank ........................................................................... 14
2.4 RECRUITMENT AND SELECTION PACKAGE FOR NB BANK .............. 17
2.4.1 STAGES OF RECRUITMENT....................................................................... 17
2.4.2 STAGES OF SELECTION ............................................................................. 21
2.5 PERFORMANCE APPRAISAL:........................................................................... 29
2.5.1 Objectives of Performance Appraisal:......................................................... 30
2.5.2 Steps of Appraisal:........................................................................................... 31
2.5.3 Methods of Performance Appraisal ................................................................. 32
2.5.4 Scope of Performance Appraisal ..................................................................... 34
2.5.5 Errors Occurred in Performance Appraisal ..................................................... 34
2.5.6 Performance Appraisal Policy: ........................................................................ 35
2.6 DEVELOPMENT PACKAGE:.............................................................................. 37
2.6.1 Benefits ............................................................................................................ 38
2.6.3 Development Package for Relationship Manager in Nepal Bangladesh Bank 38
2.6.4 Needs Assessment ........................................................................................... 39
2.6.5 Development Package for NB Bank................................................................ 42
2.6.6 Cost-effective methods for employee training and development .................... 42
Duty Statement ............................................................................................................... 1
3. LEARNING .................................................................................................................................. 51
4. CONCLUSION AND RECOMMENDATION................................................................................... 52
BIBLIOGRAPHY
ANNEX
54
ANNEX:
ANNEX 1: JOB DESCRIPTION
Name of the Organization: NB Bank Ltd.
Part One: Job Identity
1. Position title: Relationship Manager (RM)
Position
2. Manager: Level Four (M4)
Identity:
3. Work Unit: Business Banking Department

4. Reports to: Chief Credit Officer and Chief Operating Officer
Assistant Relationship Manager (Set A)
5. Supervises:
Assistant Relationship Manager (Set B)
Internal: External:
Credit Support Unit staff (coordinating Borrowers/customers
for documentation), (coordinating, serving,
Chief Executive Officer (Reporting on advising),
all major developments or on any other Regulators (reporting,
issues on demand) responding to queries),
6.Work Head of Business Banking (Reporting etc.
relationships on all and specifically business matters)
(nature of Head of Credit (Reporting on all credit
relationship): matters),
Other Relationship Managers (advising
/ coordinating).
Assistant relationship Manager

(Advising / Guiding /Supervising)
Manage relationships to meet set business targets by exploring various

opportunities on new loans and deposits and ensuring that the quality
7. Job purpose:
of the loans booked is maintained at satisfactory level and in
compliance with regulatory and internal guidelines.
Part Two: Job Contents

8. Performance Areas and Standards
Responsibilities and Duties Performance Standards
1. Book loans to increase existing  At least 15 deposit / loan customers
portfolio of risk assets (loans) should be met every month duly
55
 Carry out regular marketing calls on evidenced through call records.

existing and new accounts. Calls for
loans of Rs. 20 million and above on a  At least 5 new loans must be approved
minimum monthly basis while on and booked every month.
others on quarterly basis to achieve the
monthly/quarterly targets through the  Loan and deposit budgets to be tracked
monthly / quarterly reviews. vis-à-vis achievement every month.
 Conduct meetings with customers to  Each customer must be responded on a

understand needs, process loan decision in favor of their request or
applications based on customer request otherwise within 7 days of receipt of
need, financial strengths, through written application.
credit application formats within the  Account strategy of each account or
time periods specified in the service
portfolio must be thoroughly reviewed
delivery standards, to achieve the set once a year vide the annual review of
targets. each such loan account and thereafter
 Formulate marketing strategy to updated quarterly or bi-annually
“grow” or “maintain” or “exit” on each depending on the size of the loan i.e.
specific sector/category of businesses quarterly or loans above Rs. 20
so that targets and achievements with million and others on semi-annual
regard to each sector are monitored on basis. So that the targets of the
timely manner and necessary change of portfolio is monitored on a timely
sectors are ensured on a timely basis. manner to ensure achievement.
However, in case of reactive market/
industry scenario review of the
respective account /portfolio strategy
to be done as and when required.
2. Manage all loans within a default rate  Ensure full compliance of the
not exceeding 1% of the total loans. requirements as laid down in the
 Carry out monitoring and control of Management of Deteriorating Credits
the loans and ensure that early alert Policy and Nepal Rastra Bank
mechanisms, as described in the directives on compliance are strictly
Management of Deteriorating Credits followed.
Policy Manual or the Nepal Rastra
Bank directives, are followed and  An update on financial and account
problems if any are detected on a performance of borrower need to be
timely manner. updated to approving chain on
quarterly basis.
 Review the financial statements of all
loan borrowers to check if the actual  All quarterly reports from the set must
financials are as per earlier projections. confirm that the Credit Policy
requirements have been ensured and
 Conduct audits / inspections of assets / deterioration problems, if any, with
security financed. regard to any specific loan account
have been reported vide a separate
 Ensure that all regulatory and internal memo within 3 days.
guidelines are adhered to.
 At least once a year and within 6
months of the close of the financial
56
year, the financial statement of the loan

borrowers should be reviewed.
 Any negative variance in sales or

profit of the financials by more than
10% must be reported for
discussion in the Credit Review
Committee meeting.
 At least on a quarterly basis
conducting audit and recording the
evidence of the same in file.
 In case of any issues / problems
detected a flag must be raised &
approving chain formally appraised
within 3 days with appropriate
recommendations on next course of
actions.
 In case of any shortfall in drawing

power by more than 15% vis-à-vis loan
outstanding a flag must be raised to
approving chain within 3 days with
recommendations on next course of
actions.
4. Guide/Supervise /Advise:  Customer list is prepared and updated

 Advise and guide the subordinates every month.
(Assistant Relationship Managers)
credit / relationship management and  Feedbacks collected from customers on
any issues with regard to the customers a quarterly basis.
or the portfolio in general or customers
in particular through on spot advice or  Existing portfolio of loans and deposits
through a formal orientation collected are reviewed / monitored every month.
during the period both or as required
 Respective sector caps on each
by monitoring the performance
industry/ products are reviewed &
contract of both.
updated every month.
5. Recover all applicable revenue  Regularly with formal updates /

 Calculate account revenue and feedbacks taken at least quarterly.
compare with the target set for the
account, to ensure applicable revenue  Tracking of revenue /account earning
is tracked and collected. is tracked against the budget every
quarter.
9. Authority
 Authority to approve cash secured loans and mortgaged secured loans up to Rs. 2.5
million as per the framework provided in the Credit Approval Discretion Manual and
respective Product Paper Guidelines.
57
 Approve annual leaves of subordinate up to a maximum of 30 days in one year including

a mandatory annual leave of 12 days at a stretch.
 Approve cash advance up to Rs. 20,000/- on the request of his/her subordinate for any
outstation visit related to any existing customer of the portfolio.
 Authority to liaise with Nepal Rastra Bank Inspectors directly on credit matters related to
his/her portfolio of the loan customers.
 Authority to use the Bank’s pool vehicle for the use of marketing calls or visiting
customers, a prior information only of one day to be provided to administration.
 Authority to access any security documentation related to the portfolio of the customers
managed by self and which are placed in the custody of the Credit Support Unit (CSU). A
form for the purpose must however need to be filled and submitted to CSU for its
records.
 Other authorities as per Authority Delegation Manual of the Bank
10. Key Result Areas and Performance Indicators

Key Result Areas Performance Indicators
1. Make budgets 1. Achievement of growth of …. %
2. Loan management measured every month against budget
3. Train & manage subordinates approved by management.
4. Recover applicable revenue 2. Call records in file. i.e. minimum 1 visit
every 3 months for loans up to Rs. 5M and
minimum 1 visits every 2 months for loans
above Rs.5M. Achievement of NPA to risk
assets of 1.5% or below; to be measured
every month.
3. File record on inspection reports
maintained by Credit Support Unit i.e.
inspection bi-annually for loans up to Rs.
5M and inspection every quarter for loans
above Rs. 5M.
Part Three: Job Requirement

11. Minimum Educational Attainment:
Master’s degree preferably in finance, accounts or an MBA.
12. Minimum professional experience:
Minimum 5 years exposure in Credit / Relationship Management of a commercial bank.
13. Required Competencies
 Familiar with Nepal Rastra Bank Directives and guidelines
 Ability to use computers specially word, spreadsheets and power point.
 Ability to make presentations on credit/relationship matters and take trainings.
 Ability to convince the customers on various products and services offered by the Bank /
cross selling abilities.
 Good communication / interpersonal skills
58
 Ability to work with team / as a team player

 Ability to manage / lead and motivate staff
14. Critical Attributes

Leadership, adaptability, positive attitude, assertive, self driven, team player, able to
handle customer queries, flexible regarding working hours or on working late, a team
player.
ANNEX 2: ADVERTISING
59
ANNEX 3: APPLICATION BLANK

Weighted Application Blank for post of Relationship Manager
The information included in any application blank has the following parameters:
1. Personal Information
Name Gender
Date of Birth Marital Status

(AD)
60
Age Nationality
Postal Address
Permanent
Address
(If different)
Mobile No.
Email Address
(If appropriate)
Telephone Telephone
(daytime) (evening)
2. Qualifications (Most Recent First)

Level Subject Institution Date Results
3. Work Experience
Employer Job Title Main Dates of Reason for
Responsibilities Employment Leaving
4. Job Specific Questions
4.1. Refer to Job Description / Advertisement for this position and indicate your skill level
against these areas…
Strike out or delete what’s not

Area applicable
Excellent High Beginner
61
4.2. Describe how your experience, qualifications and competencies match the position for
which you are applying (use no more than 1,000 characters)
4.3. Give a detailed description of your knowledge and practical experience relating to
function of relationship manager.
4.4 Describe your understanding and experience about Credit Appraisal process. What do
you think are the most critical aspect of Credit Appraisal process?
4.5. Describe your experience in dealing with customers. What lesson have you learned
regarding importance of communication skill in your Job?
4.6. Describe the risk types we may be exposed to on our decision to extend credit facility.
4.7. What strategy are relevant for dealing with clients with doubtful account, client with
loss graded account, default client whose asset is already booked into NBA. Why?
62
4.8. How much relevancy does periodic monitoring and inspection has in maintaining
healthy credit portfolio?
5. General Questions
5.1. Describe a time when you have improved or changed something for the improvement of
your colleagues/work team/friends.
5.2. In your current (or most recent) job, how did you share information, skills & knowledge
with others?
5.3. Describe a time when you have shown great flexibility in your job, and describe the
affect you had?
6. Language Skills
63
Language Level of spoken competence Level of written competence

(E.g. basic, intermediate, fluent) (E.g. basic, intermediate, advanced)
7. Other Relevant Training/Information

7.1. Please detail other relevant training or information, which you feel, may support your
application.
7.2. Please state monthly salary of your present job or most recent job (according to No. 3)
7.3. Please state how soon will you be able to start working in case we agree on a contract?
8. Location Mobility
8.1 This job will require frequent travel to various cluster locations Please indicate whether
you would be able to make this commitment.
64
8.2 Please note below any constraints or limitation we should be aware of.
9. References
Please provide the names of 2 professional people to give references on your behalf.
Title Name Address (include email and telephone number if
appropriate)
Note: One referee must be your current employer and other may be professional
referee. Include detail addresses of both the referees.
Please state where you learnt about this vacancy:
Signature: Date:
______________________________
(If you email the form, we will ask your signature later, please enter date only)
Note: Ensure that you have supplied all requested information; incomplete
application form will be rejected.
ANNEX 4: RECRUITMENT AND SELECTION

Annex 4.1: Recruitment and Selection Checklist
Staffing Action for: The Relationship Manager
Before recruitment
 Review the bank’s recruitment and selection policy and/or practices
 Review the strategic and operational plans to determine if the position should be
filled
 Confirm that funding exists to recruit for and staff the position
 Obtain the necessary approvals to staff the position
65
 Develop a job description if the position is new

 Review and update the job description for an existing position
 Decide on the type of employment (full-time; part-time; permanent; contract;
short-term; etc)
 Identify constraints that will have an impact on the staffing process (need
someone soon; specialized skills; supply/demand, etc)
Establish the recruitment and selection criteria

 Develop recruitment and selection criteria based on the job description
 Establish the minimum qualification for the position
 Review all recruitment and selection criteria to ensure they are job-related and
measurable
 Ensure that all recruitment and selection criteria comply with Human Rights
Legislation
Recruitment process
 Determine the best method for recruiting for the position
 Draft the job announcement using the job description, minimum qualifications
and selection criteria
 Include the following in the job announcement:
o Application deadline
o Request for references
o Start date
o Salary range
o Contact information
o Format for submission
 Ensure that the job announcement complies with Human Rights Legislation
Selection process
66
Before the interview
 Plan the interview process:

o Number of rounds of interviews
o Number of interviewers
o Length of the interview
o Location of the interview
o Date of the interviews
o Any materials the candidate should bring to the interview
 Ask colleagues to sit on the interview panel

 Give the interview panel the logistical information about the interviews
 Develop the interview questions
 Prepare an interview rating guide
 Develop a reference check guide
 Prepare a reference release form
 Ensure that the interview questions, reference questions and other selection
criteria comply with Human Rights Legislation
 Prescreen applications using the selection criteria
 Set up the interviews with the selected candidates
 Forward the applications of those candidates being interviewed to the interview
panel
 Forward the interview questions and interview rating guide to the interview panel
 Meet with the interview panel to brief them on the interview process
Conduct the interview
 Review the candidate’s application before each interview

 Welcome the candidate to the interview
 Introduce the interview panel
 Explain the interview process
 Rate the candidate’s responses to the questions
67
 Give the candidate an opportunity to ask questions

 Close the interview by explaining the next step and thanking the candidate for
coming to the interview
 Ensure that the discussion and the note taking during the interview complies with
Human Rights Legislation
After the interview
 Finalize the interview notes
Select the right candidate

 Use other selection methods as appropriate
 Telephone the references
 Use the reference checking guide to document the conversation
 Ensure that the discussion and the note taking during the reference check
complies with Human Rights Legislation
Conclude the staffing process

 Make the decision and review it
 Make a verbal offer of the position to the selected candidate
 Follow-up the verbal offer in writing
 Prepare the job contract and have it signed before the new staff member starts
work
 Send out rejection letters to the other candidates that were interviewed
 Set up a competition file
 Complete the paperwork necessary for the new staff member to start work
68
Annex 4.2: Sample Letter of the Offer
Date
Name
Address
City
Postal Code
RE: LETTER OF OFFER OF EMPLOYMENT -THE RELATIONSHIP MANAGER
Dear Mr. /Ms.
Following our recent discussions, we are delighted to offer you the position of
Relationship Manager with NB Bank. NB Bank is one of the fastest growing banks in the
nation after the occurrence of bank run. If you join NB Bank, you will become part of a
fast-paced and dedicated team that works together to provide our clients with the highest
possible level of service and advice.
As a member of NB Bank team, we would ask for your commitment to deliver

outstanding quality and results that exceed client expectations. In addition, we expect
your personal accountability in all the products, actions, advice and results that you
provide as a representative of NB Bank. In return, we are committed to providing you
with every opportunity to learn grow and stretch to the highest level of your ability and
potential.
69
We are confident you will find this new opportunity both challenging and rewarding. The
following points outline the terms and conditions we are proposing.
Title: Relationship Manager
Job description: See attached
Start date: Start date
Salary: Amount per year (as per bank’s policy)
Probation: Describe Bank’s probationary policy
Group benefits: Succinctly include bank’s group benefits plan, including when the new
employee will be eligible
Hours of work: Mention the hours of work per week this position requires
Reporting relationship: Identify the position that this position will report to
Vacation: Explain bank’s vacation policy including how many days, how they are
accumulated etc.
Following the initial probationary period, a progression and performance review will be
conducted on a quarterly basis to assess performance to-date, and to clarify or modify this
arrangement, as the need may arise.
This arrangement may be terminated by either party upon notice in writing to either party
with notice that complies with Employment Standards.
70
We look forward to the opportunity to work with you in an atmosphere that is successful
and mutually challenging and rewarding.
Sincerely,
Name
Title
Organization
With the signature below, I accept this offer for employment.
___________________________ ______________________
Name Date
ANNEX 5: PERFORMANCE APPRAISAL

ANNEX 5.1: Performance Evaluation Format:
Employee Name: Department: Division:
Payroll Title (Class): Date Hired: Length of (in Period covered by this
Years/Months) evaluation
time in
present job FROM:
TO:
71
Supervisor’s Name: Supervisor’s Payroll Title: Length of time you

Years Months
have supervised this
employee:
Rating Standards
Unacceptable (U) Work performance is inadequate and inferior to the

standards of performance required for the position.
Performance at this level cannot be allowed to continue.
Improvement Needed (IN) Work performance does not consistently meet the standards
of performance for the position. Serious effort is needed to
improve performance.
Meets Expectations (ME) Work performance consistently meets the standards of
performance for the position.
Exceeds Expectations (EE) Work performance is consistently above the standard of
performance for the position.
Outstanding (O) Work performance is consistently superior to standards
required for the job.
Not Applicable (NA) The employee is not required to perform in a specific rating
factor, and it cannot be measured.
Critical Dimensions:
The evaluation of the given dimensions will be done by the Chief Credit Officer (CCO)
for Relation Manager.
72
NA U IN ME EE 0 RATING COMMENTS
FACTOR
S
1. Technical Skills (Effectiveness with which the employee applies job knowledge and
skill to job assignments)
Job Knowledge
Analyzes Problems
Provides Suggestions
for
Work Improvement
Employs Tools of the
Job
Competently
2. Quality of Work (Manner in which the employee completes job assignments)
Accuracy or Precision
Reliability
Responsiveness to
Requests
For Service
Follow-
Through/Follow-Up
Judgment/Decision
Making
3. Interpersonal Skills (Effectiveness of the employee’s interactions with others and as a

team participant)
73
With Co-workers
With Supervisors
With Other Faculty,
Staff
Commitment to Team
Success
4. Communication Skills (conveying message to other people clearly and

unambigiously)
Written Expression
Oral Expression
Shares Information
Willingly
Tact and Diplomacy
5. Approach to Work (Characteristics the employee demonstrates while performing job

assignments)
Seeks Ways to
Streamline Processes
Open to New Ideas and
Approaches
Initiative
Planning and
Organization
Flexible/Adaptable
Follows Instructions
Challenges Status Quo
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Processes in Appropriate
Ways
Seeks Additional
Training
and Development
6. Quantity of work (Employee’s success in producing the required amount of work)

Priority Setting
Amount of Work
Completed
Work Completed
on
Schedule
7. Supervisory/Leadership Skills (Applies only to employee who is a Manager,

Supervisor, or Lead)
Support of NB Bank
Diversity
Programs
Trains and Develops

Staff
Properly Aligns
Responsibility,
Accountability, Authority
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Evaluates Staff Regularly
Faces Performance
Problems Squarely
Supports Responsible
Risk
Taking
Controls Costs and

Maximizes
Resources
Instills Pride in
Performance,
Service, Innovation, and
Quality
Sets High Standards for

Self, as well as Others
Employs Broad
Institutional
Goals in Evaluating Unit
Effectiveness
Supports Useful Debate

and
Disagreement
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Welcomes Constructive
Criticism
Fosters Respect for Facts,

Data, and Objective
Analysis
Uses Analytical Tools and

Models for Process
Improvement
Sets Specific Goals for

Simplicity, Productivity,
and Process Improvements
Supports
Experimentation and
Brainstorming That
Leads to
Innovation and Learning
Overall Performance Rating (Place an X in the box below that describes the
employee’s overall performance rating.)
Meets Exceeds
Unacceptable Improvement Expectations Expectations Outstanding
Needed
Work Work Work Work Work
performance is performance performance performance is performance is
inadequate and does not consistently consistently consistently
inferior to the consistently meets the above the superior to the
77
standards of meet the standards of standard of standards

performance standards of performance performance required for the
required for the performance for for the for the position. job.
position. the position. position.
Performance at Serious effort is
this level cannot needed to
be allowed to improve
continue. performance.
Supervisor’s Comments
(Additional comments may be attached)
Actions Plans/Training and Development Goals

(If applicable, summarize any specific projects, performance objectives, or training and
development for the next review period)
Employee Comments/Reactions
(Optional. If employee wishes to do so, any comments concerning the appraisal may be
indicated in this section, or by an attachment)
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Employee Signature Date
I have read and discussed this evaluation with my supervisor and I understand its
contents. My signature means that I have been advised of my performance status and
does not necessarily imply that I agree with either the appraisal or the contents.
Supervisor: Reviewer:
Signature and Date Signature

and Date
ANNEX 5.2: Self Performance Appraisal Format
Name: Department: Designation:
Date of Joining:
Experience with ______________:
I. The Relation Manager needs to fill up the form and submit to Chief Credit Officer (CCO) for further performance
evaluation
79
1. What kind of project/ task you have accomplished during past 6 months and what do you consider being your most
important achievements that have increased the level of individual productivity in the past 6 months?
2. What elements of your job do you find most difficult?
80
Self Manager’s Manager’s Comments
A. KNOWLEDGE and SKILLS SPECIFIC TO THIS JOB
Rating Rating
General Awareness and Understanding of technologies & organization culture and
goals and targets to be achieved. Accuracy of Estimation, Ability to effectively interact
with clients and superiors and make a positive impact, Effective Delegation & Resource
utilization
B. OPERATIONAL/TECHNICAL COMPETENCIES
1. Planning and organizing
Ability to visualize, prioritize and translate goals to short term & long term work plans
Ability to optimize time.
2. Problem solving and decision making
Analytical Skills / Logical reasoning & maturity in information analysis & interpretation and
makes clear, consistent, transparent decisions; acts with integrity in all decision making;
3.Innovation and creativity
New & out -of the box thinking / Lateral thinking / Imagination, Generate ideas for new
projects/ Initiating workable ideas, techniques, solutions, Willingness to change/try new
approaches & Initiative to improve efficiency
4.Process and results orientation
Process adherence, Attitude of first –time right & Quality of deliverables, Schedule -
adherence and Customer Delight - internal & external
5. Personality
Being self-motivated, keeping focused , positive and productive, Learning /Development
orientation and Adaptability, Accountability, Leadership and Integrity
6. Team and Interpersonal Skill
Contribution to team-work & team success, Building trust, empathy, mutual understanding
and cooperation
7. Communication
Connects with peers, subordinates and customers, actively listens, clearly and effectively
shares information, demonstrates effective oral and written communication skills
8. Contribution to organizational goals and system
Internalisation & projection of <Company Name> Vision, Culture & Business model,
Adherence to , organizational systems and Processes, cost consciousness, Organisational
Responsibility & Discipline ,Contribution to Knowledge Management and Organizational
Learning, Initiative in company activities & Contribution to company morale and spirit
9. Quality improvement
Strives for efficient, effective, high quality performance; delivers timely and accurate results;
resilient when responding to situations that are not going well; takes initiative to make
improvements
10. Leadership
Accepts responsibility for own work; develops trust and credibility; demonstrates honest and
ethical behavior
11. Service focus
Values the importance of delivering high quality service to internal and external clients;
understands the needs of the client; customer service focus; shares accountability for results
provided
12. Questioning and Listening skills
3. What elements of your job interest you the most, and least?
4. Describe your achievement of goal set in the last period.
SN Last Period’s Goals Comments
81
5. Please assess performance / position fit against the following areas on a 4 point Scale (1= Below Target, 2 = On Target, 3 = Above Target, 4 =
Outstanding).
6. Goal’s for the next period

Manager’s Comment
1.
2.
3.
4.
5.
Signature of the employee: _________________
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7. Professional Development Plan
Instructions to use:
Q1. Write about the following:
a. Type and kind of project you have handled
b. Significant achievement in the eyes of the organization
c. Significant improvement in view of your fellow managers
Q2. Major difficulty faced while accomplishing the targets. Write to the point and specific.
Q3. Write the most pleasant part of your job and most sad part of your job.
Q4. Write about the achievements in the past 6 months. These can be relating to
a. Professional Upgradation i.e. obtaining the professional certification which is useful in the
upgradation of technical skill and improved employee and customer care.
b. Technical achievements/ improvements
c. Others
Q5. Please assess performance / position fit against the following areas on a 4 point Scale (1= Below Target, 2 =
On Target,
3 = Above Target, 4 = Outstanding).
Q6. Determine and set the goals for the next period in consultation with the Chief Credit Officer.
Q7.Professional Development Plan, this will be filled by the Chief Credit officer.
1. Please put your answers in precise manner with neat and understandable hand writing.
2. Please do not fold this form and present it in the good condition.
3. No duplicate form will be provided; in case this form misplaced by you.
4. Please Submit on or before the date of submission as mention in the form.
5. Non submission of form will be considered as misconduct and it will be presumed that no
appraisal is desired by the employee.
ANNEX 6: DEVELOPMENT PACKAGE
83
Employee Development Plan (Nepal Bangladesh Bank Ltd.)

Name:
Date:
Purpose
Select one or more:
Professional Development Growth Work Relationships

Personal Development Life Balance Qualifications
My Professional / Personal goals:

Over the next 12 months are:
<Include professional and personal goals – identify new

roles or qualifications as relevant.>
Over the next 3 years are:
Employee Development Plan (Nepal Bangladesh Bank

Ltd.)
Analysis
Complete the following summary of where you are now.
84
Life Balance
<Consider the two areas you would most like to work

on.(Optional)>
Qualifications and Position at <company>
Most Recent Performance Appraisals
Any formal testing results
<include any staff testing results that may help

with the assessment>
85
Objectives
Your objectives describe where you plan to be. Based on the information above, identify up to
three objectives that you would most like to achieve over the next year in your professional and/or
personal development.
Objectives Key Performance Measures

What professional and or personal objective you want to achieve What would indicate that this has been
achieved
1
HOW
Strategies Action Plan Due Name
Date
1.
2.
3.
86
Development Programs Identified:

This is your chance to identify what programs or extra training would enhance your professional
and/or personal development.
What program or course will improve your professional and personal Date Cost
development?
1.
2.
3.
87

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MPP SIMULATION PROJECT

1.1 INTRODUCTION TO THE PROJECT

1.2 INTRODUCTION OF THE BANK

 Consumer Banking: considering the present competitive environment and to cater

2.1 JOB ANALYSIS

 Identify how the information will be used

 Review the background information

 Select representative position to analyze

 Collect data to analyze the job

 Review the information with incumbent

 Develop Job Description / Specification

JOB ANALYSIS JOB DESCRIPTION  RECRUITMENT

JOB EVALUATION COMPENSATION

I. Methods used to collect Job Analysis Data

II. Major Job areas

III. Major Job Duties

IV. Mental, physical, and emotional qualities

2.1.1 Job Profiling

The Job Profile must contain certain minimum requirements:

2.1.2 Job identity

2.1.3 Job Contents

2.1.4 Job Description

There are several uses of job description, like

2.1.5 Job Specification

 Attention (or Attract)

2.3 APPLICATION BLANK

2.3.1 Weighted Application Blank

Why the weighted application blank superior to traditional application forms?

What is the process of building a weighted application blank?

1. Choose the criterion.

When developing a Weighted Application Blank it is not necessary to hire a consultant to

Scheme of weights (For Internal Evaluation Process)

S.N Particulars Weight Assigned

2 Work Experience 25%

3 Job Specific Questions 25%

4 General Questions 10%

5 Language Skills 10%

6 Training / Certification 10%

The weight of 15% to qualification is assigned to the particular position of relationship

2.4 RECRUITMENT AND SELECTION PACKAGE FOR NB BANK

2.4.1 STAGES OF RECRUITMENT

• Strategic and Operational plans for the Bank

b. Review role and develop duty statement

o Integrity - being consistently honest and trustworthy in all activities

c. Develop Selection Criteria

Selection criteria is expressed in terms of

o Essential – requirements that are critical to successful performance in the position

A detailed selection criterion is mentioned below in Stages of Selection.

d. Obtain Approval to Recruit

e. Establish Selection Panel

1. Representative from Management Committee

f. Plan Recruitment Process, including Selection Techniques and

The selection techniques and timetable is mentioned below in Selection process.

Stage 2: Obtaining Candidates

b. Advertise and/or search for suitable candidates

2.4.2 STAGES OF SELECTION

Selection is a process of choosing a right candidate from a pool of eligible candidates

1. Proven experience of 5 years in operations and/or relationship management.

b. Conduct selection procedures involving interviews, presentations, tests.

The selection process will follow following time table.

 To avoid time consumption.

It is recommended that the selection technique should include a structured, behavioral

Step 1: Weighted Application Blank

A sample of WAB for NB Bank is provided in the Appendix.