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NAME ShamimaNasrin Nittanando Paul Mohsin Ahmed Abu Musabber Sumon Md. Ali Haydar Md. Ariful Islam 209 207 211 220 223 290 ROLL NO.

Abu Musabber Sumon



LankaBangla Finance Limited (LBFL) a joint venture financial institution established with multinational collaboration is in operation since 1997 having license from Bangladesh Bank under Financial Institutions Act, 1993 LankaBangla is the lone Non-Banking Financial Institution who operates MasterCard & VISA card including third party processing business with other banks. The company is also involved in dealing with Securities as Broker in Capital Market at both DSE & CSE through its Subsidiary named LankaBangla Securities Limited who is the business leader in this arena.


Vision To be the nation's most preferred financial services provider Mission To lead by example through a commitment that empowers the organization at every level to strive for the highest levels of quality, customer care and stakeholder value. Goals To be the most sought after facilitator in creating wealth. To maximize the value of being our Customer, Shareholder or Employee. To establish strong regional presence. To optimize contribution to the society.


Services and Products
Lankabangla Mastercard/VISA Card Home Loan Real Estate Development Finance Term Deposit Double Money Term Deposit Money Builders Term Deposit AUTO Loan Lease Finance Term Finance Work Order Financing Factoring


Strategic objectives
Enrichment & expansion of financial offerings by introducing new product and service Continuous improvement in operational processes through technological advancement, employee capacity building and improvement through human resources development programs Strengthening building blocks to consolidate the product & service framework Building synergy among resources and activities to ensure maximum outputs from resource inputs. Contribute to the society to share the achievements of the company with the nation.


Human Resource Management Roles By LBFL

Human Resource Planning

HR Planning Responsibilities
HR planning is done by an HR committee developed for planning which includes members
Human Resource Professionals Operation Managements

HR planning process
Asking by HR department to all department to give employment

Requisition from other department Assessment of viability off requisition from other department

Analysis of external environment and labor market

Analysis of internal need

Determination of actual HR need

Determination of HR sources

Department of HR strategies and plan

The process of job analysis
strategic choices gather information process information job description job specification

Uses of Job Description and Job Specification

Personnel planning Hiring Performance Appraisal Training and Development Job evaluation Compensation Health and Safety Employee Discipline Work Scheduling Carriers Planning

Nittanondo Paul

Strategic Recruiting Decisions
Organizational based vs. Outsourcing

LBFL does not outsource its recruitment process, its HR department accomplishment the recruitment process.

Regular vs. Flexible staffing

Almost all the people are recruited permanently, only some employees are recruited as temporally on contract basis who work for commission.

Recruiting source choice

In LB, 80% employees are recruited from outside and 20% are recruited from inside that is from inside that is from internal sources.

Quota System in recruitment and EEO

No Quota System for women, tribe or freedom fighter sector is used in the recruitment process.

Strategic Recruiting Decisions
Organizational based vs. Outsourcing

LBFL does not outsource its recruitment process, its HR department accomplishment the recruitment process.

Regular vs. Flexible staffing

Almost all the people are recruited permanently, only some employees are recruited as temporally on contract basis who work for commission.

Recruiting source choice

In LB, 80% employees are recruited from outside and 20% are recruited from inside that is from inside that is from internal sources.

Quota System in recruitment and EEO

No Quota System for women, tribe or freedom fighter sector is used in the recruitment process.

Strategic Recruiting Decisions
Advertisement of recruitment

Recruitment advertisement is given in two sources: BD Jobs Daily Newspaper

Recruitment Preference

In recruiting employees Lanka Bangla prefers the students of the following institutions: Dhaka University North South University East West University

Sources of recruitment
Internal Recruitment
Transfers Promotions (through Internal Job Postings) Re-employment of ex-employees Retired employees Relatives of decreased employees

External Recruitment
Advertisement Employment Exchanges Employment Agencies Educational Institutions Recommendations Employee Referrals Schools, Colleges and Professional Institutions Indoctrination seminars for colleges professors

Mohsin Ahmed

Recruitment process
Human Resource Planning Job analysis Filling the Jobs Recruitment Sources Pool of Qualified Appliance Short listing

Selection responsibility
HR department is responsible for new employee selection in the organization.

Selection Process

Initial screening The comprehensive interview Employment tests Completion of the Application form Physical or Medical Ex Conditional job offer Background Investigation Job Offer

Selection Criteria
Experience Past Performance Physical skills Education Interests Personality Measures Work Reference Tenure on previous job Risk acceptance capability Flexibility

Selection tests

Written Tests Achievement Tests Intelligent Tests Work Samples Aptitude Tests Psychological Tests Physical Tests Personality Tests Trainability Tests Performance Tests

Training needs assessment by LBFL

Lanka Banglas need assessment Task needs assessment Employee needs assessment

Training Design
LB has not got any training institute; they train their employees by outsiders. For

example they use the following institutions for training its employees

BIBM BD jobs training Intimate Training Institute Bangladesh Bank Training institute Overseas training So the training designed by the respective institutions providing training

Arifur Rahman

Types of training provided

On-the-job Training

Orientations Job rotation Programmed learning Internships and assistantships Apprenticeships

Off the job training

Programmed Instruction (PI) Job-Instruction Technique Conference and Seminars Simulations Training simulations Observation Assignment Assignment of special Projects Computer-Assisted Instructions (CAI)

Training method
Case Study Incident Method Role playing Audiovisual methods Serving on Committee Programmed learning Discussion Method Induction training


Evaluation of Training
After coming from training the employees have to provide a written report on his/her

training. And this report is justified and evaluated by the HR committee. Other evaluation methods are:

Questionnaires (feedback forms) are a common way of eliciting trine responses to course and programs. Tests or examinations are common on formal courses, especially those that result in certification, e.g.; a diploma in word processing skills. Projects are initially seen as learning methods but they can also provide valuable information to instructors about the participants\ understanding of subject matter. Structured exercises and case studies provide opportunities to apply learned skills and techniques under the observation of tutors and evaluators. Tutor reports gather the opinions o those who deliver the training. This gives a valuable assessment from a different perspective.

Ali Hayder

Performance appraisal process
Observation of performance by department head
Preparation of evaluation report on performance appraisal of employees

Submission of report to HR department Assessment of reliability and validity of report by HR department Decision on performance Employee
performance assessment by HR department
Informing the department and employees.

Performance appraisal methods
Critical Identity Method Behaviorally Anchored Rating Scale Management by Objectives (MBO): Forced-Choice Scale

Strategic issues in Performance appraisal

Criteria for PA:

Quality of output. Quantity of output. Timeliness of output. Presence at work. Cooperativeness

Feedback: Feedback to employee at the end the decision on performance of employee is

informed to employees. Responsibility of performance appraisal: HR committee is Responsibility of performance

Strategic issues in Compensation
Salary range: Minimum salary TK. 15000 and maximum TK. 240000 Basis of salary determination: Salary is determined based on the position mot based on the employee skill. Annual total Salary TK. 225, 477, 135.00 Comparison of salary structure: Salary structure is compared with other competitive non banking financial institutions to keep the highly qualified employees in the LB. the salary structure is compared with the following organizations


Leave Policy: Leave and holiday policy-BD Bank (2003) is used as leave policy by LBFL.

Code of conduct guiding Principles
Personal Responsibilities Being an ethical role model by maintaining integrity and devotion to work Protecting and enhance companys interest, dignity and reputation Acting in accordance with highest standards, adequate professionalism and excellence in quality output Adherence to the companys policies, laws and regulations that obviously apply to the job Always acting and behaving like an ambassador of the company. Workplace Responsibilities Treating colleagues with respect and dignity Supporting the companys commitment to diversity and equal employment opportunity Providing a positive work environment free from intimidation and harassment Not to hold any outside positions with, or accept business opportunities from anyone who does business or competes with the company Ensuring that financial records are accurate and complete Maintaining an effective system of internal controls over financial reporting Protecting companys assets and properties

Code of conduct guiding Principles
Marketplace Responsibilities Acting responsibly in all sort of communications with customers, suppliers, vendors, partners and regulatory authorities Safeguarding the privacy, confidentiality and security of customer data Making only factual and truthful statement about the companys products Gathering business intelligence properly and ethically Preventing the use of companys services against money laundering purposes Corporate Citizenship Supporting all communities and optimize contributions to the society Protecting the general safety and the environment Responding to public and cooperate with the government.

Code of conduct guiding Principles
Procedure to violation of discipline code
The procedure to handle employee violation of discipline is first the employee is asked to show cause orally for the discipline violation. If the employee commit the violation again, then the employee is given a written notice to stop the violation. Even then if the employee violates the discipline again then the employee is terminated.

Turnover & Absenteeism

Turnover: The turnover is 2 to 3 percent in LBFL. Absenteeism: Absenteeism is very less in LBFL. But if employee stays absent, up to three days are considered, and then a warning letter is given to the employee. If he or she does not respond within 15 days, then the employee is terminated.


Health and safety
LBFL follows the health and safety rules and regulations of Bangladesh Government. The working environment is satisfactory to employees because of the following reasonsAll the rooms are air-conditioned The workplace is clean and clear Food is free for all employees during the working time etc. There is no hazardous department in LBFL. All the departments are well organized.

Employee relation
The relation between employer and employee is satisfactorily good. But if any employee have complaint against another employee, the employee having complaint will complaint verbally to HR committee. And then HR committee will call the employee to show cause against the complaint. There is no labor union / Trade union / employer union in the Langka Bangla.

All the HR practices in the Langka Bangla are satisfactory except the following which

should be solvedHR is not involved in strategic issues other than HR issues. So HR should be involved in strategic business issues for the long term success. Other further training is given except orientation after employee selection. So a comprehensive training program should be introduced after employee selection. There is no separate training institution in Langka Bagla of its own. So a separate new training institution should be developed. The turnover issue is not observed carefully. So employee turnover should be observed and solved. Self evaluation of performance is not facilitated. It should be allowed to employees.