HUMAN RESOURCE

MANAGEMENT OF
STATE BANK OF PAKISTAN
Presented To:
Sir Naveed M.Khan

• Member:
• Amer Shahzad
•
 INTRODUCTION
• MAIN FUNCTIONS AND
RESPONSIBILITIES

• ENSURING THE SOUNDNESS OF

FINANCIAL SYSTEM:
ENSURING THE SOUNDNESS OF
FINANCIAL SYSTEM:

• REGULATION AND SUPERVISION

• REGULATION OF LIQUIDITY
• EXCHANGE RATE MANAGEMENT AND
BALANCE OF PAYMENTS

• DEVELOPMENTAL ROLE OF STATE

BANK
 INTRODUCTION TO HRM

• PURPOSE OF HUMAN RESOURCE

MANAGEMENT

• DEVELOPING HUMAN ASSETS

RECRUITMENT & SELECTION

• METHOD OF RECRUITMENT

EXTERNAL HIRING
INTERNAL HIRING
RECRUITMENT & SELECTION
Eligibility for OG-2 Officer

• Nationality
• Qualification
• Age
RECRUITMENT & SELECTION
• Mode of application
• Method of selection
• Pre-Training Requirements
RECRUITMENT & SELECTION
• Applied focused theoretical training (Ph-1)
• Grading And Evaluation (Phase-1)
-Periodic test
-Comprehensive Examination
-Passing Percentage
RECRUITMENT & SELECTION
• Practical Training (Phase -2)
- Discipline
- Leave Rules
 TRAINING

Training & Development

 TRAINING
• Training And Development

• OBJECTIVES OF THE TRAINING

POLICY OF SBP

• RESPONSIBILITIES OF TRAINING
DIVISION OF SBP
 Training Objectives
• To upgrade and enhance the knowledge capital
of SBP employees through a focused, result
oriented and vigorous training in central banking,
management and technical areas

• To provide exposure and networking

opportunities to SBP employees so that they are
aware of and understand international best
practices in central banking and develop network
with international central banking community
 Training Categories

SBP Training

Central Department
Post Induction Specialized
Banking Specific
Training Training
Training Training

Domestic Foreign
Training Training
 Types of Training
• ORIENTATION TRAINING
• TECHNICAL AND SPECIALIZED
TRAINING
• SUPERVISION/MANAGEMENT
DEVELOPMENT THROUGH IN-HOUSE
TRAINING COURSES & COURSES
CONDUCTED BY OUTSIDE
ORGANIZATIONS IN PAKISTAN
 Types of Training
• ON-THE-JOB TRAINING

• SELF-DEVELOPMENT

• TRAINING OUTSIDE PAKISTAN

 Types of Training
• 60% of all voluntary turnover occurs within
10 days of employment
• First impression are lasting ones
• Crucial for building commitment and high
performance expectations
• Can contribute to turnover or retention
depending on quality of process
• Key aspects:
– introduction to company
– review of policies & procedures
– review of benefits
– employment documents
– benefit plan enrollment
– overview of expectations
– setting employee expectations
– introduction to co-workers, facilities, job duties
• Training methods
– On-the-job Training (Job Instruction Training)
– Off-the-Job Training
• Programmed Instruction - manuals or computer
• Computer-based Training/Interactive Video
• Classroom Lectures
• Virtual Reality
• Development Methods
– job rotation, simulations
• Key: Choosing the right training method
 Types of Training
• Training Tracks

-Mandatory Training
-Management Training
-Function Specific Training
Training & Development
Training Tracks
 Training Division
• Provide on a systematic basis, professional
and managerial training to all the officers of
SBP.
• Envisages Training Division as a policy.
facilitator, monitoring and coordinating division
with number of operational responsibilities.
• Provides exposure to current best practices in
Central Banking, Commercial Banking, and
International Financial Market Operations
along with opportunities of interactions with
their counter parts from Foreign Central Banks.
 Training Division
• Training Division Further Divided

-Management Training Unit

-Foreign Training Unit
-Specialized Training Unit
-Central Banking Training Unit
 Training Institutions
• Training placements are made in
different institutions both home and
abroad

 NIPA
 IBP
 PIDE
 IMF
 ADB
 WORLD BANK
 Training Evaluation
• Why Evaluate?
• Measures of Effectiveness
– reaction
– learning
– behavior
– results
• Experimental Design
 Compensation and Benefits
• IMPROVEMENT IN
SERVICE
CONDITIONS

• SALARY
STRUCTURE

• FRINGE BENEFITS
 SALARY STRUCTURE
• Grade Salary Scale
• S-1 8,100 14,400
• S-2 8,573 15,500
• S-3 9,675 18,700
• S-4 10,733 22,300
• S-5 11,903 24,200
• S-6 13,838 26,400
• S-7 14,400 28,600
• SS-1 10,429 18,700
• SS-2 13,500 22,900
• SS-3 16,729 28,300
• SS-4 20,138 34,900
40000
35000
30000
25000
20000
15000
10000
5000
0
 SALARY STRUCTURE

• OG-1 16,481 36,600

• OG-2 19,890 45,400
• OG-3 23,704 55,800
• OG-4 29,059 63,600
• OG-5 32,119 69,200
• OG-6 34,650 73,600
• OG-7 46,721 91,100
100000

80000

60000

40000

20000

0
OG-1 OG-2 OG-3 OG-4 OG-5 OG-6 OG-7
 FRINGE BENEFITS
• STAFF LOAN POLICY

• Purchase/construction of a
house/apartment for
residential purpose.
• Purchase of Motor
Car/Motor Cycle.
• Purchase of Computer and
Printer.
 FACILITY ON OUTSTATION
DUTY
• Category of Officer Rate of Gross
Daily Allowance
• OG-1 to OG–4 Rs.2, 400
• OG-5 & OG-6 Rs.3, 030
• OG-7 Rs.3, 500
 FACILITY OF BANK’S CAR &
PETROL CEILING
• Directors & Chief Managers
Car 800 CC Petrol 200 liters per month.

• Executive Directors
Car 1300 CC Petrol 340 liters per month.
MEDICAL FACILITIES
• MEDICAL FACILITIES

• TELEPHONE FACILITY

Salary Scale Telephone Calls per month.

OG-2 & OG-3 200
OG-4 & OG-5 400
OG-6 600
OG-7 900
1000
800
600
400
200
0
OG-2 & OG- OG-4 & OG- OG-6 OG-7
3 5
 GROUP TERM ASSUARANCE

• Salary in the Range of Sum assured

Upto Rs. 12,000 Rs. 500,000
From Rs. 12,001 to Rs. 24,000 Rs. 600,000
From Rs. 24,001 to Rs. 36,000 Rs. 700,000
From Rs. 36,001 and above Rs. 800,000
• CASH AWARDS FOR ACQUIRING
PROFESSIONAL/
ACADEMIC QUALIFICATION

• RETIREMENT POLICIES

• CONTIRBUTORY PROVIDENT FUND

AND GRATUITY SCHEME:
• GENERAL PROVIDENT FUND AND
PENSION SCHEME

• COMMUTATION OF PART-PENSION

• FAMILY PESION

• GRATUITY:
Appraisal
 SCHOLARSHIP SCHEME AND
STUDY LEAVE
• SCHOLARSHIP SCHEME FOR
OFFICERS FROM THE RESEARCH
DEPARTMENT FOR DOCTORAL
PROGRAMME

• SCHEME FOR STUDY LEAVE WITH IN

PAKISTAN.
• EX-PAKISTAN STUDY LEAVE

• SCHEME FOR GRANT OF SABBATICAL

TO OFFICERSGRADE-5 AND ABOVE

• SCHEME FOR
DEPUTATION/SECONDMENT/TOUR OF
DUTY AND RE-EMPLOYEMENT OF
STATE BANK EMPLOYEES.
• CONCLUSION
Q & A