Corporate Social Responsibilities of Exim Bank - Assignment Point
Corporate Social Responsibilities of Exim Bank
Subject: Management | Topics:

Corporate Social Responsibilities of Exim Bank Limited

EXIM Bank Limited was established in 1999 under the leadership of the Late Mr. Shahjahan Kabir, founder chairman who had the vision of establishing a commercial bank which would contribute to the socio-economic development of the country. A group of highly qualified and successful entrepreneurs joined their hands with the founding chairman to materialize his dream. Indeed, all of them proved themselves in their respective business as most successful star with their endeavor, intelligence, hard working and talent entrepreneurship.Among them, Mr. Nazrul Islam Mazumder became the new chairman after the founding chairman passed away. The bank started functioning from 3 August 1999 with Mr. Alamgir Kabir, as the adviser and Mr. Mohammad Lakiotullah as the Managing Director. Both of them were experienced in the financial sector of Bangladesh. By their pragmatic decision and management directives in the operational activities, this bank has earned a secured and distinctive position in the banking industry in terms of performance, growth, and excellent management. The chairman of the bank, Mr Nazrul Islam Mazumder, pleaded to the government to change the rule against commercial banks not being allowed to have a branch outside the country. Later on in 2009, the bank made history for being the first privately owned bank to open an exchange house in the UK.The bank started its operation with an initial authorized capital of Taka 1 billion ($12.87 million USD) and paid up capital of Taka 225 million (2.9 million USD).Since then the authorized and paid up capital remained unchanged till December 2000. Later, both were increased from time to time and their amounts stood at Tk.16.12 billion ($207.31 million USD) and Tk.9.22 billion ($118.7 million USD) respectively on 31 December 2011.

Organization Vision

The vision is ‘Together Towards Tomorrow’. Export Import Bank of Bangladesh Limited believes in togetherness with its customers, in its march on the road to growth and progress with service. To achieve the desired goal, it continues the pursuit of excellence at all stages with continuous improvement, because, in EXIM Bank, it is believed the line of excellence is never ending. The organization believes strategic plans and networking will strengthen its competitive edge over others in rapidly changing competitive environment. Its personalized quality services to the customers with trend of constant improvement will be the cornerstone to achieve operational success.

 

Organization Mission

The Bank’s mission gives emphasis to:

  • Provide quality financial services especially in Foreign Trade
  • Continue a contemporary technology based professional banking environment
  • Maintain corporate & business ethics and transparency at all levels
  • Sound Capital Base
  • Ensure sustainable growth and establish full value to the honorable stakeholders
  • Fulfill its social commitments and
  • Above all, to add positive contribution to the national economy

Corporate Culture

Over the last two decades Corporate Culture has become an important theme in business as an intangible concept which clearly plays a meaningful role in corporations, affecting employees and organizational operations It is not the only determinant of business success or failure, a positive culture can be a significant competitive advantage over organizations with which a firm competes. EXIM Bank Limited, as an amenable bank, believes if the employees identify with the culture, the work environment tends to be more enjoyable, which boosts morale and leads to increased levels of teamwork, sharing of information, and openness to new ideas.

Prime Operational Area

As a full-fledged Islamic bank in Bangladesh, EXIM Bank extended all Islamic banking services including wide range of saving and investment products, foreign exchange and ancillary services with the support of sophisticated IT and professional management. The investment portfolio of the bank comprises diversified areas of business and industry sectors. The sectors include textiles, edible oil, ready-made garments, chemicals, cement, telecommunication, steel, real estate and other service industry including general trade finance. The bank has given utmost importance to acquire quality assets and is committed to retain customers through customer relationship management and financial counseling. At the same time efforts have been made to explore and attain new clients having good potentiality to diversify and create a well established structured investment portfolio and to minimize overall portfolio risk.

Foreign Exchange Department

Foreign exchange is an important department of EXIM Bank Limited, which deals with import, export and foreign remittances. Foreign Exchange is an International Department of the Bank. It facilitates international trade through its various modes of services. It bridges between importers and exporters.

This department mainly deals in foreign currency, that’s why it is called foreign exchange department. This department is playing an important role in enhancing export earning, which aids economic growth and in turn it helps for the economic development. On the other hand, it also helps to meet those goods and service, which are most demandable and not adequate in the country.

Product & Services

Retail Banking

– Deposits – Investments – Cards – Internet Banking – SMS Banking – Locker Services

Corporate Banking

– Investments – Foreign Exchange & Trade Finance – Correspondent Banking – Import Finance – Export

Finance

SME Banking (Small and medium enterprises)

– EXIM Uddyog – EXIM Abalamban

Agri Banking

– EXIM Kishan

Remittance

Foreign Remittance – Exim Exchange Company (UK) Ltd. – Exim Exchange Company (Canada) Ltd. – Exim (USA) Inc. – Exim Exchange (Australia) Pty. – SWIFT – International Operation

 

Corporate Social Responsibilities (CSR)

The purpose of its banking business is, obviously, to earn profit, but the promoters and the equity holders are aware of their commitment to the society to which they belong. A chunk of the profit is kept aside and spent for socio-economic development through trustee and in patronization of art, culture and sports of the country. In past recent years the bank has supported the poor and meritorious students for pursuing their education. In 2007 about 80 students of different institutions like (DU, BUET, DMC, VNC and NDC) have taken scholarship. The bank sponsored the “Beautification Project” of Dhaka mega city conducted by Dhaka City Corporation.

Activities of EXIM Bank Foundation

In recent years CSR has become a fundamental business practice and has gained much attention from all the concerned of larger companies of Bangladesh. EXIM Bank believes that a strong CSR program is an essential element in achieving good business practices and effective leadership. An organization’s impact on the economic, social and environmental landscape directly affects their relationships with its stakeholders, in particular investors, employees, customers, business partners, government and communities. The country’s long -standing traditions of respect for family and social networks and high value placed on relationships, social stability and education are well revered by EXIM Bank. In this connection, they established EXIM Bank Foundation in the year 2006 to carry out CSR activities in the most planned and orderly manner.

EXIM Bank Scholarship Program

EXIM Bank Scholarship Program was launched in the year 2006 with 61 underprivileged meritorious students selected from different reputed educational institutions of Dhaka City including Government Laboratory High School, Viqarunnissa Noon School and College, Dhaka University, BUET, Dhaka Medical College, etc. Till April 30, 2013, they have enrolled as many as 2100 students from around 350 reputed educational institutions across the country.

EXIM Bank Agricultural University, Bangladesh (EBAUB)

The vulnerable features of Northern Bangladesh characterized by frequent river erosion, flood and drought, social inequalities in education and health, and migration affecting livelihoods of its poor inhabitants inspired the Bank for undertaking some initiatives for their assistance in advancement. Until then, there has been no existence of any private agricultural university in North Bengal, even though northern part of the country is densely populated and has enormous potential for agricultural development. A large portion of quality students having good results in SSC and HSC cannot get admission into public agricultural university every year. In essence, availability of admission would enable them to pursue higher education in agriculture. EXIM Bank Supports export import initiatives throughout the country. Thus, they have set-up EXIM Bank Agricultural University, Bangladesh(EBAUB), a private agricultural university at Chapainawabgang, Rajshahi, to be the first of its kind in Northern Bangladesh, to create greater opportunity of diversified and demand-driven education for the  prospective medium income group candidates at their doorsteps, as well as to create an opportunity for conducting agricultural research to solve local problems.

EXIM Bank Hospital

A 5 storied building having 10,000 sft floor space at 840 Kazi Para, RokeyaSarani, Mirpur, Dhaka-1216 has been hired to set up Exim Bank Hospital. The decoration of this hospital is complete. A doctor has been recruited who is working as a resident director of the hospital. Other doctors and hospital staffs are also selected through recruitment notice.

Helping people affected by natural calamities

Another vital area EXIM Bank has been participating as part of CSR activities is helping people survive natural calamities. Under this welfare programme, EXIM Bank provides relief in cash and kind for flood, fire or cyclone victims and cold-stricken people. The aim of these CSR activities is to help the target group overcome their provisional handicap and contribute to the socio-economic growth as soon as possible.

Donation to educational institutions to setup computer lab

EXIM Bank donated to Dhaka University and Chittagong University to set up two computer labs that help the students of those universities acquire ICT knowledge. This will certainly help the students to be ready to take the challenges of this information society.

Beautification of Dhaka City

In response to the call of the Dhaka City Corporation, EXIM Bank has been sharing a good portion of the mammoth task of beautifying the capital since 2005. To make the capital a modern city enriched with adequate urban amenities, EXIM Bank always joins hands with the government.

Gap analysis

The next step is to perform a gap analysis which determines the difference between where organization is currently and where it wants to be in the future. The gap analysis includes identifying the number of staff and the skills and abilities required in the future in comparison to the current situation. You should also look at all your organization’s HR management practices to identify practices that could be improved or new practices needed to support the organization’s capacity to move forward. Questions to be answered include:

  • What new jobs will we need?
  • What new skills will be required?
  • Do our present employees have the required skills?
  • Are employees currently in positions that use their strengths?
  • Do we have enough managers/supervisors?
  • Are current HR management practices adequate for future needs?

Developing HR strategies to support organizational strategies

There are five HR strategies for meeting organization’s needs in the future:

  • Restructuring strategies
  • Training and development strategies
  • Recruitment strategies
  • Outsourcing strategies
  • Collaboration strategies

Restructuring strategies

This strategy includes:

  • Reducing staff either by termination or attrition
  • Regrouping tasks to create well designed jobs
  • Reorganizing work units to be more efficient

If assessment shows that there is an oversupply of skills, there are a variety of options open to support in the adjustment. Termination of workers gives immediate results. Generally, there will be costs associated with this approach depending on employment agreements. Notice periods are guaranteed in all provinces. It has to be ensured that procedure is compliant with the legislation

Attrition refers to not replacing employees when they leave – it is another way to reduce staff. The viability of this option depends on how urgently it is needed to reduce staff. It will mean that jobs performed in the organization will have to be reorganized so that essential work of the departing employee is covered. Careful assessment of the reorganized workloads of remaining employees should include an analysis of whether or not their new workloads will result in improved outcomes.

It is important to consider current labour market trends (e.g. the looming skills shortage as baby boomers begin to retire) because there may be longer-term consequences if staff is dismissed without replacement.

Sometimes existing workers may be willing to voluntarily reduce their hours, especially if the situation is temporary. Job sharing may be another option. The key to success is to ensure that employees are satisfied with the arrangement, that they confirm agreement to the new arrangement in writing, and that it meets the needs of the employer.

Training and development strategies

Training and development strategies

This strategy includes:

  • Providing staff with training to take on new roles
  • Providing current staff with development opportunities to prepare them for future jobs

Training and development needs can be fulfilled in a variety of ways. One approach is for the employer to pay for employees to upgrade their skills. This may involve sending the employee to take courses or certificates or it may be accomplished through on-the-job training. Many training and development needs can be met through cost effective techniques.

Recruitment strategies

This strategy includes:

  • Recruiting new staff with the skill and abilities that organization will need in the future
  • Considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply

 

Outsourcing strategies

This strategy includes using external individuals or organizations to complete some tasks. Many organizations look outside their own staff pool and contract for certain skills. This is particularly helpful for accomplishing specific, specialized tasks that don’t require ongoing full-time work.

Some organizations outsource HR activities, project work or bookkeeping. For example, payroll may be done by an external organization rather than a staff person, a short term project may be done using a consultant, or specific expertise such as legal advice may be purchase from an outside source.

Each outsourcing decision has implications for meeting the organization’s goals and should therefore be carefully assessed.

Collaboration strategies

Finally, the strategic HR planning process may lead to indirect strategies that go beyond one organization. By collaborating with other organizations it is possible to have better success at dealing with a shortage of certain skills.

Types of collaboration could include:

  • Working together to influence the types of courses offered by educational institutions
  • Working with other organizations to prepare future leaders by sharing in the development of promising individuals
  • Sharing the costs of training for groups of employees
  • Allowing employees to visit other organizations to gain skills and insight

Job Analysis:

It is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.

The process of job analysis is of two types:

  1. Job Description
  2. Job Specification

Job Description:

A list of a job’s duties, responsibilities, reporting relationship, working conditions, and supervisory responsibilities- one product of a job analysis.

Importance of Job Description

A job description is a basic HR management tool that can aid to boost individual and organizational effectiveness.

For each employee, a good job description helps the incumbent to understand:

  • Their duties and responsibilities
  • The relative importance of their duties
  • How their position contributes to the mission, goals and objectives of the organization

For the organization, good job descriptions contribute to organizational effectiveness by:

  • Ensuring that the work carried out by staff is aligned with the organization’s mission
  • Helping management evidently identify the most fitting employee for new duties and realigning work loads

Job descriptions are also the foundation for most HR management activities:

Recruitment

  • Job descriptions are used in recruitment and clearly state the duties to be performed and qualifications required by the organization for the position they are seeking.

Selection

  • Interview questions, hiring criteria and the screening process are based on the duties and qualification outlined in the job description.

Orientation

  • The job description helps the employee see how their position relates to other positions in the organization

Training

  • The job description can be used to identify areas where the employee does not adequately meet the qualifications of the position and therefore needs training

Supervision

  • The job description can be used by the employee and the supervisor to help establish a work plan

Compensation

  • Job descriptions can be used to develop a consistent salary structure, which is based on relative level of duties, responsibility and qualifications of each position in the organization

Performance Management

  • The job description and the work plan are used to monitor performance of the employee. Legal Defense
  • If an employee is terminated for poor performance, an accurate, complete and up-to-date job description will help the organization defend its decision.

 

Job Specification:

A list of a job’s “human requirement”, that is, requisite education, skills, personality, and so on – another product of a job analysis.

Job evaluation (Internal equity)

Job evaluation is the systematic process for assessing the relative worth of jobs within an organization. A comprehensive analysis of each position’s tasks, responsibilities, knowledge, and skill requirements is used to assess the value to the employer of the job’s content and provide an internal ranking of the jobs.

It is important to remember that job evaluation is a measurement of the internal relativity of the position and not the incumbent in the position. This analysis can also contribute to effective job design by establishing the organizational context and value of the job, and to hiring and promotion processes by providing job analysis on skill and competencies required to successfully meet job requirements. Job evaluation provides a rational and consistent approach for determining the pay of employees within an organization. Paying fairly based on internal relative worth is called Internal Equity. Job evaluation can be used independently, although it is usually part of a compensation system designed to provide appropriate salary ranges for all positions. This process will ensure an equitable and defensible compensation structure that compensates employees fairly for job value.

When to conduct job evaluation

The job evaluation process should be conducted after completing a job analysis but before creating a compensation program. Job evaluation should be conducted for every new position in order to ensure the organization is hiring the correct level based on expected tasks, qualifications and responsibilities of the job. Job evaluations should also be conducted when a job has changed substantially in order to reflect the current role, which is known as reclassification or re-evaluation.

The goal is to identify what is required to ensure satisfactory performance . Therefore, the same criteria should be used when hiring a new employee, during the establishment of goals and expectations, in recognizing achievement, or in promotion of an employee.

Job evaluation systems

There are a number of job evaluation approaches or methods that organizations can use to evaluate jobs. In order to ensure equity, transparency and process efficiency, organizations should choose one approach or method for job evaluation and apply it to all jobs in the organization.

Approaches or methods to job evaluation include:

  • Whole Job Ranking –(simplest method) Job to job comparison used to rank jobs in order from highest to lowest.
  • Job Classification – Groups similar positions into job classes based on pre-defined class specifications.
  • Point Factor –(most widely used) Job descriptions are compared to compensable factors (defined factors and degrees). Points are assigned to the various factors that derive a total score and determine the appropriate pay level.
  • Factor Comparison – Benchmark positions are identified and ranked based on compensable factors. The factors are assigned monetary values based on market rates. Pay for benchmark positions are determined based on the total monetary value of the factors.

Other jobs in the organization are compared to the benchmark positions and the monetary values of the factors are summed to determine the pay for each job.

The intent for each of the job evaluation methods is the same. In choosing an approach to job evaluation, organizations need to consider the costs associated with each method, the ability of the organization to access all the information required for the method, and the value derived from a simple versus a complex system.

For some organizations the ranking is based on hierarchical responsibilities or a point factor system, and for others the ranking is directly linked to market–based pay. Based in this analysis, a compensation matrix or comparative chart can be developed to track comparatives. With either approach, the goal is to identify what is required to ensure satisfactory performance and/or progression. Therefore, the same criteria should be used when hiring a new employee, during the establishment of goals and expectations, in recognizing achievement, or in promotion of an employee. Even if the factors used to differentiate between levels are based on academic or technical requirements, the importance is on actually achieving the target or receiving the credentials.

Communicating wage and salary information

Communication

Effective communications about compensation makes employees more aware of the value they receive from their compensation plan. When employees have a good understanding of their compensation plan they are more confident that they are being paid fairly – which results in greater motivation and retention.

A compensation communication strategy should be created in alignment with the organization’s HR strategy as well as be supported by management.

The level of transparency is highly dependent on the organization’s culture and varies for each organization. Ideally; employees should be advised of their own salary, their job grade / level, the position of their salary in the salary range for their job grade / level, the basis for progress through the range over time (seniority and / or performance), and the procedures for annual salary adjustments.

Communicating total compensation information through formats such as statements, booklets, newsletters and memos provides a consistent message and allows employees to refer to the material later. Presenting compensation information through meetings, workshops and ongoing support allows interaction so individual questions and concerns can be addressed immediately. Overall, it is important to ensure employees have access to information regarding the compensation plan and that it is provided in clear and concise language. A compensation plan can also be used to attract prospective employees and therefore effective external communication is also important.

Indirect Financial Compensation:

These benefits are optional, non-wage compensation provided to employees in addition to their normal wages or salaries. These types of benefits may include group insurance (health, dental, vision, life etc.), bdisability income protection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), and funding of education.

The basics: health & dental

Health and dental benefits are considered the foundation of any benefit program design. When considering the core concern of all non-attendance from the workplace, most employers agree that health or dental related illness is cited most as the reason. While many have not thought of dental coverage as being a key attraction point, a number of medical reports have been published recently, that indicate that many of our common virus and illnesses are actually related to poor dental health. An organization’s ability to be creative, flexible and generous in providing health and dental coverage can be a key to attracting and retaining top performers as part of the total compensation package.

Health

Health expenses cover the following of employee or employee’s family:

  • Hospital room charges in excess of the standard rate to cover semi-private or private accommodation.
  • Hospital charges for emergency treatment abroad.
  • Drugs, medication and vaccines and other supplies available only by prescription.
  • Professional services of a physician for out-of-country medical expenses.
  • Professional services for private duty nursing.
  • Charges for special medical appliances such as crutches, artificial limbs or wheelchairs.
  • Non-emergency ambulance services.
  • Dental treatments not requiring hospitalization.
  • Professional services provided by licensed paramedicals, such as psychologists, massage therapists, speech therapists, podiatrists, physiotherapists, chiropractors, osteopaths, or naturopaths.

Extended healthcare plan options should be selected based on the organization’s overall compensation objectives and employee needs. For small organizations, the range of coverage options may be limited if the plans are financed on a fully insured basis. These plans offer restricted flexibility to limit the occurrence of high-risk claims. These pre-packaged plans are available to small organizations through affiliation with umbrella organizations such as chambers of commerce, boards of trade, trade associations and professional organizations. For larger organizations, the range of options is mostly limited by cost considerations.

Dental

Dental plan design is the art of finding a delicate balance between understanding what the foundational priorities are, and allocating sufficient funds, to ensure that the coverage is perceived as being sufficient and appropriate.

Life and AD&D

Most employers design their plans with a provision to protect the employee and/or their family in the event of Accidental Death or Dismemberment (AD&D). Employers often provide basic coverage as a factor of the employee’s salary, (example: 2x the employee’s salary in the event of death or total paralysis) with additional coverage available should the employee chose to purchase it. Each employee benefit plan should include a chart that identifies what coverage is available and the associated cost.

Long-term disability

Long-term disability is an income-replacement provision. This is one provision that cannot be purchased through a spousal plan. Employees are asked to pay the total cost of the premiums in order to receive a tax-free payment should they be unable to work. Long-term disability coverage is applied for when an employee is unable to complete a certain percentage of the essential duties of their role due to illness on an ongoing basis. The structure of each plan can differ slightly, so understanding of this program including elimination periods and termination options is crucial.

Employee Assistance Plans (EAPs)

An EAP, or employee assistance program, is a confidential, short term, counseling service for employees with personal problems that affect their work performance. Studies have shown that providing confidential qualified counseling and support can reduce the stress and conflict felt by the employee, which in-turn can reduce absenteeism and ultimately turnover.

One-on-one sessions are offered and online information, coaching and support services are also available. Employees turn to the EAP for help with a variety of issues, including the following:

  • Dependent care issues, such as searching for child care information, identifying services for special needs children, obtaining advice on the college application process, or arranging for residential care for an elder.
  • Dealing with the stress of a major life change (even a positive one), such as having or adopting a child, getting married, moving or buying a home, or getting a promotion.
  • Serious personal or professional concerns, such as general anxiety, depression, substance abuse, burnout, coping with illness, the loss of a loved one, relationship challenges, or resolving interpersonal conflicts.

Different types of programs are available to employers to provide employee assistance. Employers can establish their own in-house programs, join a consortium of organizations to provide external services or refer employees to public and private providers of this service. The range of costs across these options can vary widely. Organizations must then decide the most advantageous approach to achieve the level of improved wellness among their employees.

The individual development planning process

An individual development plan is prepared by the employee in partnership with his or her supervisor. The plan is based upon the needs of the employee, 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.

Individual Development Plan

Self-assessment

The employee identifies his or her skills, abilities, values, strengths and weaknesses. To conduct a self assessment:

  • He or she can use the many self-assessment tools found on the internet
  • Compare self 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)
  • Ask for feedback from the supervisor

Step 2 – Assess 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 the current position
  • Identify the knowledge, skills and abilities that will enhance ability to perform current job
  • Indentify what the individual wants to achieve and plans for self career
  • Identify which of these development goals are mutually beneficial to the employee and organization

Step 3 – Identify development activities

Identify the best ways to achieve development goals.

  • What methods to use?
  • What resources will be required?

Step 4 – Put the plan in action

  • Review plan with supervisor for his or her input and approval
  • Start working on the plan
  • Evaluate progress and make adjustments as necessary

Motto of EXIM Bank Training & Research Academy (EBTRA):

The motto of EBTRA is “Transforming of Human Resources into Human Capital”. As such, Training for the entrants and workshops, seminars and symposiums for the experienced officials on various topics in each year is arranged. In this connection, an Academic Calendar is prepared in each year. Topics of Training and workshops varies from year to year, depending on the banking requirement and needs. In order to give knowledge to the entrants – Induction / orientation programs are arranged upon consultation with the senior management as well as Head of Human Resources Division. Foundation Training Course for each entrant is a must.

Training:

Training is a learning experience and seeks a relatively permanent change in an individual that will improve the ability to perform on the job. Training can involve the changing of skills, knowledge, attitude and behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their interaction with their co-workers or supervisors. Training means to train people to perform in the desired direction. Training is an organized activity aimed at imparting information or instructions to improve the recipients (entrants) or to help them attaining a required level of knowledge, skill. Training increases knowledge develops skill and changes the attitude of the trainees / employees. The activities of the Academy covers mainly topics such as: Advanced investment management, Advanced International Trade Payment & Finance, Accounting for Bankers, Legal aspects of securities and documentation, Techniques of managing bank’s branches, Foundation courses and others.

Workshop:

Workshop helps participants to get hands on experience, to discover shared experiences to achieve together. Workshop encourages learning, thinking and creativity. Workshops mainly cover the areas:

Green Banking, CTR & STR system, IRG for Investment, General Banking operation, Investment Classification, Provisioning system & re-scheduling, Leadership in banks, SME, ALM, Behavior & Work Environment, Corporate governance, Cash management, Customer Relationship Management, Executive development programs, Ethics in Banking, Etiquette & Manner in banks, E-learning, Ecommerce, E-banking, HRM & others.

Assessment of Training needs:

Assessment of training requirement and needs are very much important for achievement of organizational goals. Judicious and proper assessment of training needs and imparting the employees in those areas might bring enormous result for the organization. In order to accomplish training needs assessment, suggestion of Relationship Managers of all branches; Divisional Heads at Head Office and senior management are taken into consideration to prepare Academic Calendar for training schedule in each year.

Results and Discussion

By comparing theoretical background and compensation and Human Resource Management of EXIM Bank Ltd, the following points may be summarized:

In case Strategic Human Resource Planning: The bank is feeble when it comes to HR Planning. To avoid shortage of employees or unnecessary costs it is necessary to assess the staff-mix of an organization. Although EXIM Bank does carry out need assessment it is not enough. They can also carry out specialized demand forecasting for better human resource management.

Recruitment and Selection: The method of recruitment and selection of EXIM Bank is commendable as they outsource the recruitment testing through IBA which is a highly reputable education academy in our country. This filters the best candidates from the pool. However there is scope for improvement in this HR function. For instance majority of their recruitment is through internal; although there is advantage to that they can set up a ratio of employees recruited internally or externally to maintain balance.

Training and Development: EXIM Bank believes in career development of all the employees of the organization and puts paramount importance in training and development. The trainings are job specific- that is one employee who is in foreign exchange department is given training on that area of banking and one who is in investment banking is given training on that provision. They use different kinds of training such as on the job training and off the job training. The purpose of the training is to increase capabilities, skill and knowledge of employees to make them more efficient. From this both the employee and employer can reap benefits as employees can further develop themselves and this in turn will help organization reach its goal. The EXIM Bank has a separate division called EXIM Bank Training and Research Academy that overlooks all the training needs, facilities for the employees. The trainees earn several banking related trainings from BIBM (Bangladesh Institute of Bank Management) and the training certificates are awarded from the HR Division.

Compensation and Benefits: Compensation basically consists of direct and indirect compensation and EXIM Bank Limited is very much concerned about both these types of compensation. They offer attractive package that is in per with current market practice in similar sector. They also offer bonuses and yearly incremental. For long term benefits, EXIM Bank has provision of Gratuity, Provident Fund.

They also have leave planning for employees consisting of different kind of leaves according to employee needs. Apart from these EXIM Bank also offers special compensation such as Disability Benefit, Scholarship for Employee’s children, House Loan scheme according to grade of employee and others. To ensure equity-that is all employees are compensated in a fair way, EXIM Bank carries out performance appraisal of employees every year to ensure efficient performance and reward them or in case of poor performance, breach of rules take disciplinary action against those employee.

Employee Relations- EXIM Bank understands the importance of people and values their employee. They take part in ensuring career growth of all employees through training and development. EXIM Bank has also been able to improve organizational performance via improving the performance of individual contributors and also recognizes existing talents to fill up the higher vacancies within the organization or place them in the right position, wherein the best use of their abilities can be ensured. And employees remain loyal and motivated. It also ensures protection and security of women employees in the organization for which there is a “Female Interest Protection” committee responsible for ensuring female employees feel secured and respected in their work environment.

Conclusion

From the aforementioned subject matter and my point of origin to work in EXIM Bank Limited, I can say that I really enjoyed my internship period at EXIM Bank Limited from the very first day. I am confident that this 3 (three) months internship program at EXIM Bank of Bangladesh will definitely help me to realize my further career in the job market. I also understand:

“People don’t leave their jobs, they leave their managers.”

Although committed and loyal employees are the most influential factor to becoming an employer of choice, it is no revelation that companies and organizations face momentous challenges in developing energized and engaged workforces. However, there is abundance of research to demonstrate that increased employee commitment and trust in leadership can positively impact the company’s bottom line. In fact, the true potential of an organization can only be realized when the productivity level of all individuals and teams are fully aligned, committed and energized to successfully accomplish the goals of the organization.

As a result, the goal of every company should be to improve the desire of employees to stay in the relationship they have with the company. When companies understand and manage employee loyalty – rather than retention specifically – they can reap benefits on both sides of the balance sheet i.e., revenues and costs.

Today, employee loyalty needs to be earned, rather than assumed, and must be specific, rather than general – employees are looking at their employment as a means of achieving personal goals rather than simply being the “good corporate soldier” of the past. This means that companies need to express and act on a commitment to develop employees’ career objectives by introducing initiatives that make employees believe that their current job is the best path to achieving their career goals and EXIM Bank understands this which was evident during my internship period and I can say with confidence that the organization will continue to grow and climb the ladder to greater success if they continue on this path.

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