CIRCULAR/GS/2013/01

We reproduce hereunder the Circular No. CIRCULAR/GS/2013/01 dated 17.01.2013 received from our Federation for your information.

CIRCULAR NO.: GS: 2013: 001                                            

Date: 17.01.2013

TO ALL OFFICERS                                                  

Dear Friends,

……………………….............................................................

“SUGGESTIONS FOR IMPROVEMENT IN HR INITIATIVES

We reproduce hereunder our communication to the management for the information of all officers.

"The inspiration infused by our Chairman and Managing Director with compassion, exuberance and elan in the rank and file are the guiding factor for the significant improvement in HR functions in our Bank.  Introduction of various pro active HR initiatives have enhanced the industrial relations image of our Bank. To meet the growing challenges, to enhance the commitment level amongst the work force and to motivate the officers to improve the performance for achieving the corporate goal, we bring to your kind notice the suggestions for strengthening the system.

1.    Man Power Planning:

Despite intermittent officers recruitment over the years the officer strength is not improving. The officer strength composition for the last 4 years as detailed below reveals that the man power planning is not scientifically carried out taking into considerations of optimum man power requirement to handle the scale of business, staffing pattern, planned promotions, future business objectives and also attrition and retirements.

                 As On                         No. of Officers

                        Mar-2009                    12441

                        Mar-2010                    12535

                        Mar-2011                    12883

                        Mar-2012                    12414

                        Sep-2012                    12512

Of course, recently 1500 promotees were inducted as Asst. Manager that too belatedly due to various reasons. Another batch of 1000 Pos are also to be inducted shortly.  But, we understand that their services would be available to the branches only after 6 months training.  We are of the opinion that these additions would not be sufficient to manage the attrition rate of 5% and also the revised staffing pattern.  Any how, we are extremely thankful to the administration for continuous recruitment.

2.    Recruitment Process: The recruitment process requires great deal of insight and patience especially where worker retention and employee satisfaction are critical to the growth and success.  We understand in some banks the State wise hiring process is being carried out with the main intention of employee satisfaction. The existing conventional selection norms and procedures will have to be revisited to ensure that the people we take in are those from the local area so that the talent hired can be engaged properly to the expectations of the customers since the language plays a vital role in banking industry where customers contact and inter personal relationship are inevitable part of the profession.

3.    People Soft HRMS:  Only recently, the people soft HRMS have become staff friendly being operated via intranet. Our request is that it should allowed to be operated through internet so that staff members can leisurely operate any time after office hours.

4.    Business development Meeting: In spite of instructions from our corporate office, Regional office and Zonal Offices are reluctant to convene business development meeting.  Our Central office also has not convened the business development meeting for this year.

5.    Performance appraisal system: In order to make appraisal system more effective, the evaluation should be shared with the officers which is not being done at present, since career advancement is based on the same.  We request transparency in the evaluation is to be introduced.

6.    E-Learning Module: E-Learning Module training program which is available in peer banks is to be introduced to access our business products and to create a source for one-stop training shopping.  Instead of giving more emphasis on class room training, coaching and mentoring which is one of the talent development method may be introduced to attain a certain work behaviour that will improve leadership, employee accountability, team work, goal setting, communication etc.

7.    Leadership training: Enhancing the attitude of the field functionaries to make them realize the need to adapt appropriate changes in their behaviours and mind sets are the need of the hour as some of the field functionaries/RMs are treating the officers particularly the branch managers very shabbily.  We firmly believe that only caring superiors who are part of the team can play significant role in making the staff, involving more for growth.

8.    Officer welfare is a matter of officer relation, building and sustaining good relationship, still some of the very important issues like enhancement in rent reimbursement ceiling, upward revision in conveyance reimbursement scheme and conveyance on monetary, improvement in transfer policy and PPO are yet to see the light of the day.

We are confident that the aspirations of the officers of our bank reflected here in above would be considered favorably”

We shall inform you the developments in due course.”

Yours Sincerely,                    

Sd/-                    

(A.R. SAIFULLAH)

GENERAL SECRETARY