AG Zurich

Habib Bank AG Zurich
(Incorporated In Switzerland)
Presented To:
Mr Raiz Ahmad Mian
Presented By:
Zeeshan Khalid (A05MBA033)
Hailey College of Banking and Finance, University of the Punjab
Human Resource Management
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First of all, I am very Thankful to Almighty Allah, with the help of which I have completed this Task. The journey has not finished yet and I pray to Him that show me the straight path & help me more in future as I am nothing without His mercy.
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INTRODUCTION TO THE REPORT

This report presents the investigated Human Resource Management of Habib Bank AG Zurich. In the modern age of competition human resource management must be managed efficiently and efficiently. Throughout the report, the proven fundamentals of HRM are emphasized. It will be useful to officers who want to work more effectively with their personnel departments. It will also be useful to human resources professional who must often assume the role of trainer. This report may appears to be a strategic resource that will make the managers job a little easier by demonstrating how to use the tool of effective human resource management.
Zeeshan Khalid (A05MBA033) Hailey College of Banking & Finance
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1)
Introduction:a) History
The Habib Family ... Whilst the official history of Habib Bank AG Zurich is recorded since it's establishment in Zurich, Switzerland in 1967, the roots go back to mid 19th century, traced to the Indian Subcontinent with the copper and Human Resource Management Page 4 of 48
Habib Bank AG Zurich brass utensils manufacturing business established in 1841 by its founder Habib Esmail. Initially established as a company trading in metals and other commodities, it soon expanded into Trade Finance and Merchant Banking, a result of the integrity and entrepreneurial spirit of its founder. The success of this business led to the establishment of a fully fledged commercial bank in 1941, operating as "Habib Bank Limited". The partition of India in 1947 resulted in Habib Bank Limited, with Head Office in Karachi, expanding its Branches in East and West Pakistan. Upon the death of Habib Esmail,
Mohamed Ali Habib
Habib Esmail
Management of the Bank was assumed by his son Mohamed Ali Habib; a talented businessman who ensured further rapid growth of Habib Bank Limited. January the 1st 1974 witnessed the nationalization of all Pakistani Banks, including Habib Bank Limited, which at the time was amongst the worlds top 200 Banks with 927 Branches in Pakistan and 42 Foreign Branches in 12 countries. The only asset left to the Habib Family was Habib Bank AG Zurich which at that time was a modest operation with assets of 25,000,000 Swiss Francs; this humble beginning, by the grace of God, became the basis from which the present global operation has risen.
b) Network Of AG Zurich
Habib Bank AG Zurich was established in 1967 on a solid foundation of banking tradition that spans several generations. Traditional banking values set in the context of international banking has determined Habib Bank AG Zurich's corporate philosophy - "Service with Security" - for over 35 years in operation. Providing trade finance, corporate, consumer, private, retail and correspondent banking products, the bank offers highly personalized service to its customers through its international network of over 30 branches. In addition to offering traditional banking products over a number of channels, HBZ's leading technology solutions allows its clients to manage their accounts and conduct real time transactions 24 hours a day world wide.
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Habib Bank AG Zurich HBZ have its 30 Branches in Switzerland, Pakistan, United Arab Emirates, Isle of Man, Sri Lanka, United Kingdom, Canada, South Africa, Hong Kong, Egypt, Bangladesh, and Kenya.
Zurich, Switzerland
Sri Lanka
Isle of Man
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Canada
Hong Kong
Dubai
A Swiss Bank now in SOUTH AFRICA HBZ Bank Limited represents the first major investment in South Africa by a Swiss based Banking Group. HBZ Bank was launched in South Africa in 1995 with an initial capital investment of Rands 50,000,000. It currently operates branches in Kwa Zulu Natal and Guateng. HBZ Bank Limited is a wholly owned subsidiary of Habib Bank AG Zurich, in whom management control vests. This ensures that services in the best of Swiss traditions are provided to its South African customers. Whilst HBZ Bank Limited, registered in South Africa as a local commercial bank, diligently conforms to the requirements of the South African Reserve Bank, it also adheres and lives up to the Swiss Banking tradition of confidentiality and legendary service. A Truly international BANK Since its establishment in Switzerland in 1967, Habib Bank AG Zurich has expanded into a truly international bank whose operations encompass over 40 branches, affiliates, subsidiaries and representative offices that span across 4 continents including countries such as Switzerland, United Kingdom, and Isle of Man, United Arab Emirates. Pakistan, Sri Lanka, Hong Kong, Kenya, South Africa and Canada, 30 Years of Consistent GROWTH With a track record of 30 years of consistent growth across the globe, by the Grace of God the total assets of Habib Bank AG Zurich have grown substantially. With a staff of dedicated professionals, it has accumulated a wealth of experience and expertise in dealing with the daily changing demands of Global Banking ensuring that it remains a force in International Banking.
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c) Silent Features Of AG Zurich i) E-Banking

A bank that offers similar sophisticated services is Habib Bank AG Zurich (www.habibbank.ae). By its own admission, it operates on a more conservative level but has also reaped huge profits. Habib Bank AG Zurich has a story to tell. Its IT operations worldwide are handled by a small IT team of 15 from its Dubai branch. Seven years ago, this team developed the bank's IT system from scratch on a Java platform. A year ago, the bank shifted to Linux because the operating system was stable and java-friendly. That decision kept their costs down because they did not need to enter into licensing issues with software vendors. Moreover, building everything from scratch may have been a lot of hard work initially but it has ensured that all departments of the bank are seamlessly integrated. This helped when the bank decided to offer its services online. "For us, the Web was just another channel. We did not incur any integration costs like most other banks. The only thing that we were concerned about and cost us money was security," says Reza Habib, joint president, Habib Bank AG Zurich. Integration also helped Habib bank give its customers what Habib calls "ownership of data." According to him, a bank's biggest challenge is to get in real-time a snapshot view of a client's transactions. "This is important when we are processing requests for loans. And we have been able to get that snapshot view only because all our departments are integrated. Now, we have extended that to our customers so that they can see online every leaf level of the transactions they have conducted over the last seven years," says Habib proudly. In most other banks, only one year's bank statements are stored and less is available to the customer for online viewing. Another place where Habib bank has scored a first is in giving customers the facility to connect to its e-banking services through GPRS (General Packet Radio Service). More common services extended by the bank to its corporate and retail clients include fund transfers; cheques book requests, bill payments, money transfer from accounts to credit cards, shipping and delivery payments and credit card payments. As a result, 41 % of Habib Bank's credit portfolio customers use its Internet banking facilities. Usage by retail clientele is, currently, only 10%, a more recent arrival on the Internet banking scene is Mashreq Bank, which launched its online banking applications in May, 2001. But having come recently hasn't stopped Mashreq Bank (www.mashreqbank.ae) from offering its "customers access to their full relationship with the bank," according to Nada Khater, vice President, marketing services and e-business, Mashreq Bank. She believes that each bank to the region today is aiming to provide more distinguishing financial services, which she terms "killer applications". And the faster such services are available on the Web to customers, the better. For now, however, MashreqOnline's customers can inquire about their account balances and loans, review up-to-date credit card information, pay their utility bills online, transfer money between their accounts or worldwide, and open new accounts and subscribe to new services. More unique 'services are coming, she Human Resource Management Page 8 of 48
Habib Bank AG Zurich Promises. All the banks above are either regional ventures or their IT infrastructure is being handled from within the region. Judging by the sophisticated services they have up on offer for their customers, it does seem that they are holding their own against foreign banks such as Citibank. Citibank in the Middle East region has had it a little easy. Its regional Internet banking service was launched in November 2000. "Since we are a global bank, we already had an implementation strategy in place. We manage the content of the Web site, fine tune its look and feel to cater to the local market; but for the backbone, we rely on our global infrastructure and tools," says ES Venkat, vice president, regional product manager, Citibank Middle East and Pakistan. Like all other banks, Citibank has special sections to service its retail and corporate customers. Customers of Citibank can pay their utility bills online, trade in mutual funds, redeem credit card points online, and transfer money across 50 different currencies and avail of other financial services that are common to most other banks. "In fact, every quarter we announce a new service or upgrade an existing service based on what the business demands," says Venkat. On an average, 12 to 14% of Citibank's financial transactions are conducted online. "But our goal is to take it to 25% by the end of the year," says Venkat. To do this and migrate customers from expensive traditional delivery channels like ATMs and branch counters to the Internet, Citibank is offering customers who use their e-banking services special confessional rates. Security has been a key concern for each of these banks as they deployed Internet banking services. Apart from having 128-bit encryption, which is the highest security standard commercially available, each of these banks also have other personalized measures in place to guarantee their customers more security. Citibank, for instance, has PIN (Personal Identification numbers) and automated time out. Others like Habib Bank allow their corporate customers to have Customized security checks in place for each person in the company who logs in. The type and amount of data that can be viewed by each person in a company who logs into the system is determined by the administrator. Another key challenge that banks have faced in the region is integrating the systems in their different departments. Venkat of Citibank explains that each bank has its legacy systems. For instance, credit cards are based on a different platform, normal accounts on another. "There is a felt need to coordinate all these systems because the customer may have a credit card and an account with the same bank. Internally, both these are two different processes. But he must be viewed as one customer and the systems must be able to talk to each other," he says. Each bank claims to have achieved this integration to various degrees. But Habib explains why 100% integration may not have been possible in most banks. "The fundamental problem with banks is that every department feels that it needs the best-of-breed technology for each of its departments. And while each of these systems may be good individually, each operates on different philosophies. So, the IT department spends a good amount of its time integrating this defragmenter system and there is a limit to which they will meet. This raises the cost a great deal," he says. Indeed, the capital invested in offering Internet
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Habib Bank AG Zurich banking services has been very high. Just the hardware and software based on an ASP model is likely to cost a bank between US$ three and four million and annual maintenance should take, at least, $ one million, according to Venkat, who admits it is a conservative estimate. But the money now invested by these banks is well spent. Although, the number of consumers using Internet banking is currently very low, it is projected to accelerate by the next quarter. And the Accenture E-finance report supports that view: "By the end of year 2001, only 3.6% of customers are expected to transact online, rising to 15.3% by 2004. By 2006, 35.5% of banking clientele will have switched to online services." ii) E-Trading:HBZtrade is the region's first online trading service for US capital markets offer by any bank in the region. The new online trading platform has been launched for investors who demand professional financial advice and benefit from 24/7 on-line trading, officials said, HBZtrade is a combination of two things, investment management (private banking advice for individuals/groups) and a 24/7 automated portfolio management online trading system that is accessible to all clients via the internet or mobile (3G and GPRS) phone, officials said. Habib Bank AG Zurich has been looking after clients' funds since 1841. Today HBZ investment management manages assets from clients all over the world. HBZtrade is a fully integrated solution providing "straight through processing" for orders for the US capital markets.
iii) Mobile Banking Security:Habib Bank AG Zurich, which is in the forefront of electronic banking in the UAE, has launched a security feature in order to rule out any possible security risks while logging onto the bank's electronic banking portal - HBZweb. The new feature based on a challenge-response- authentication-mechanism (CRAM) eliminates the need for the user to carry a specialized hardware encryption device as the HBZcram program can run on any Java enabled mobile phone or PDA device. The basic CRAM system is an image token presented on screen which the user is asked to re-enter. This process is apart from the standard user name and password, thus adding a third feature to enhance the security. Reza Habib, joint president, said the purpose of the token is to prevent computer programs from guessing passwords. The HBZcram program takes security to a new level by accepting this token as an input and dynamically producing a new code in response. This new code is now entered on screen and this unique combination of the code, user name and password is then used to validate the user." Since HBZcram runs on a device not connected to the computer, it provides an unprecedented level of security, since the combination of code, user name and password keeps changing with each use, the possibility of somebody stealing the security features and using it in their favor is totally ruled out. The new security feature is in addition to its already existing hPLUS HBZsecure key product to create a login security protocol.
iv) PDA Banking Services:Human Resource Management Page 10 of 48
Habib Bank AG Zurich Habib Bank AG Zurich (HBZ), one of the leading international banks operating in the United Arab Emirates, today announces they are the first bank in the UAE to have a fully functional banking service over electronic PDA's (Personal Digital Assistants).The introduction of this free service to all the bank's clients is part of HBZ's total innovative secure web and mobile banking platform. Launched in association with Palm Europe Ltd Middle East Branch at a press event in the Burj Al Arab to a select group, HBZpda encompassing HBZweb, HBZwap and HBZgsm services which are available immediately to all the bank's customers; virtually free of charge, over PDA's anywhere a round the globe. Stuart Maughan, General Manager, Palm Europe Ltd, Middle East Branch said, as this region embraces technology we see a number of exciting advancements. GPRS was launched last year within the United Arab Emirates and Habib Bank AG Zurich is the first to embrace this technology and provide banking services for mobile Devices. Using wireless LAN technology, Etisalat have just announced their plans to provide between 30 and 50 Hot Spots (broadband access) in shopping malls and other public places. This will also allow Internet and Multimedia access while on the move at even greater speeds. HBZ's adoption of PDA technology is Revolutionary, in line with their leadership position and will help drive the adoption of PDAs as the perfect device for wireless transactions in the Middle East".
v) Achievements:(1) Computer World Honors 2006 Habib Bank AG Zurich (HBZ) has submitted a case study 'hPLUS - a unique language and banking application' that was nominated by Sybase, Inc. The bank officially became part of the prestigious Computerworld Honors Collection on Sunday, April 3 when the 2005 Collection was formally presented to the Global Archives, and Habib Bank AG Zurich was presented with the Medal of Achievement, at San Francisco City Hall. Reza Habib, Joint President, Habib Bank AG Zurich said, "We are delighted to have been nominated for this prestigious, globally recognized award. HPLUS has not only expanded the radius of our branch network with unique services but has also successfully reduced hardware & software costs whilst simultaneously managing bandwidth requirements for countries with developing telecommunications infrastructure. (2) Commemorative Postage Stamp Pakistan Post Office (PPO) has issued commemorative postage stamp in appreciation of banking achievement of Habib Family. The stamp of five-rupee denomination is available for sale all over Pakistan from March 20, 2001 on the occasion of opening of "Habib Canadian Bank" (A wholly owned subsidiary of Habib Bank AG Zurich). Habib Bank AG Zurich is the first Swiss bank in Pakistan with excellent worldwide ranking. Habib Bank AG Zurich is ranked amongst the top 1,000 banks of the world. The Banker magazine of England has placed Habib Bank AG Zurich, in real profit growth, at 111, among
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Habib Bank AG Zurich all the banks of the world, with branches all over the world, including six in Pakistan. The renowned Habib Banking Family of Pakistan founded
(3) The House that Built Habib:In Pakistan who has the money to buy Habib Bank, but the House of Habib", the representative of Habib group told reporters at the Privatization Commission in Islamabad in 1992 before submitting bid for the privatization of Habib Bank. The toast was justified but uncharacteristic of the Habib family which is known to make conscious efforts to appear small and stay out of the limelight by hiding the light under the bush in the religious belief that to win the pleasure of Allah is worth infinitely more than to seek the plaudits of the public". Habib have spread their wealth over a large number of private and public companies and a profile of Rafiq Habib in Economic Review, November 1984 (P 59) said that Habib group had 90 companies it its fold. I could identify only half of them. 2)
HRD In AG Zurich:-
Human Resource Department exists to help people and organizations reach their goals. Along the way, they face many challenges arising from the demands of the employees, the organization, and society. The domestic and international environments are particularly turbulent because of the growing diversity of the workforce and the globalization of businesses. Challenges also result from ever-changing laws, especially laws that address the need for equal employment opportunity. Within these constraints, the human resource department must contribute to the organization's "bottom line" in ways that are both ethical and socially responsible. The purpose of human resource management is to improve the productive contribution of people to the organization in ways that are strategically, ethically, and socially responsible. This purpose guides the study and practice of HR management, which is also commonly called personnel management. The study of HR management describes the HR-related efforts of operating managers and shows how personnel professionals contribute to those efforts. Human resources determine every organization's success. Improving the human contribution is so ambitious and important, however, that all but the smallest firms create a specialized personnel or HR department. It is ambitious because HR departments do not control many of the factors that shape the employees' contribution, such as capital, materials, and procedures. The department decides neither strategy nor a supervisor's treatment of employees, although it strongly influences both. Simply put, the HR department exists to support managers and employees as they pursue the organization's strategies.
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Habib Bank AG Zurich However, to guide its many activities and support the managers who operate other parts of the organization, H.R departments must have objectives. Managers and HR departments achieve their purpose by meeting objectives. Objectives are benchmarks against which actions are evaluated. Sometimes they are carefully thought out and expressed in writing. More often objectives are not formally though out and expressed in writing. More often objectives are not formally stated. Either way, they guide HR function in practice. Human resource objectives not only need to reflect the intention of senior management, they also must balance challenges from the organization, the HR function, society, and the people who are affected. Failure to do so can harm the firm's performance, profits, and even survival. These challenges spotlight four objectives that are common to HR management and form a framework around which this book is written. HR Department in AG Zurich is centrally oriented from the Head office that is in Karachi and all the policy making and other HR Related Stuff was carried out from their as their privileges
(Board of Directors, Pakistan) From left to right, front row Dr. Robert Sutz, Dr. Adnre A. Wicki, Dr. Marco Duss. Back row Dr. Konrad Hummler, Mr, Habib, Mr. Muhammad H.Habib, Mr. Hyder M. Habib, Prof. Dr. Leo Schuster, Mr. Reza S. Habib
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(Organizational Structure of AG Zurich)
Board of Directors And the Chairman Credit Committee Chief Executive Officer or the President Secretary to BOD
Internal Auditor Budget and Finance Committee
Treasury Committee Human Resources Committee
Central Treasury
Staff Training Academy
Human Resources Division
Systems and Operations Division
Central Credit Division
Finance & Accounts Division
Central Marketing Division
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a) Recruitment and Selection

Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization
i) Role of HRD In Recruitment Process:HRD of AGZurich is responsible for designing the selection system and managing its everyday operation. Human resource mangers in cooperation with other managers largely set the overall strategy; they are likely to be influential in deciding, e.g., whether the department should focus on choosing people who are best qualified for current vacancies of for those who have the greatest long term potential. The personnel managers also decide how the guidelines for equal employment opportunities met and whether the company needs outside legal assistance in formulating its affirmative action plan. 1) Requirements:Following requirements are to be fulfilled on joining the company and forwarded immediately to Human Resource Division for completion of their record... Photocopy of National Identity Card. Photocopies of all academic certificate especially metric certificate. Photocopies of testimonials from previous employers Duplicate copy of appointment letter duly signed by the employee in acceptance of the terms and conditions embodied therein. Four copies of recent passport size photograph. . a) Recruitment Process Recruitment of employees, in general the sources of recruitment can be classified into two types. i) Internal Job Posting:
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Habib Bank AG Zurich Filling a job opening from within the firm has the advantages of stimulating preparation for possible transfer, or promotion and increasing the general level of morale. ii) External Job Posting: Zurich also goes to external sources for positions whose specification can not beam by present personnel. Zurich uses following outside sources. (1) Advertising: Advertisement is carried out in various newspapers. More information about the company and job specification is included in the ads. (2) Employment Agencies: Zurich doesnt use the Employment Agency or dont hire them for the selection and recruiting form (3) Casual Applications: Unsolicited applications both at the gate and through the mail constitute a much used source of personnel recruitment. It has been developed through provisions of attractive employment office facilities and prompt and continuous replies to unsatisfied letters. b) Selection Procedure In the hiring procedure, Zurich is following steps to discover significant information about an applicant. i) Call For Application: First of all, an ad is given in the newspaper for the vacancy. ii) Preliminary Interview: In this step, .an idea of education and experience is obtained by asking for the last grade finished in school and the names of jobs previously done. The more obvious facts and impressions are of the type generally obtained in an initial interview. Applicants are often asked why they are applying for a job in Zurich iii) Application Form: In Zurich factual information are to be obtained by means of an application blank. Weighted application form is established and used with caution. It is used for two prime objectives. Zurich has established the selection of more stable employees to decrease labor turnover. They have discovered and utilized the particular data that devote stability facts relating to home ownership, marital status, age and sex. iv) Check of References:
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Habib Bank AG Zurich The purposes of the reference check are to obtain information about past behavior of applicants and to verify the accuracy of information given. Zurich uses combination of letters and telephone calls, as a method of checking. Reference includes only Dates of employment Job title Absentee record Promotions and demotions Compensation Stated reason for termination.
v) Psychological Test: In Zurich, clericals jobs are subjected to the greatest amount of testing, applicants for unskilled hourly jobs are tested least. The factors measured are usually of the psychological type, such as ability to reason, capacity for learning, temperament and specific aptitude. Following types of tests are being used in Zurich to identify talents. Intelligence test Mechanical Aptitude test: Clerical Aptitude test Interest test vi) Employment Interview: Zurich shapes interviewer behavior to establish a specific system for conducting the employment interview. Zurich considers following things to set up such a system. Conduct the interview in a relaxed physical setting. Begin by putting the applicant at ease with simple questions and general information about the organization and the position being filled. To evaluate applicants, develop a form containing a list of weighted for overall importance to the job. vii)Approval by the Supervisor The Supervisor approves the candidates immediately after the employment interview and the candidate is recruited after probationary period. viii) Medical Examination: The Medical test includes matching of an applicant's physical capabilities to job requirements .In having the physical examination procedure ZURICH has at least three basic objectives. To ensure the applicant physical capabilities e.g. can the applicant work standing up. To protect the company against unwarranted claims under worker's compensation laws or against lawsuits for damages. If a record of new employees physical condition at the time of entry does not exit,
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Habib Bank AG Zurich a claim could possibly be filed for injuries greater than after the job... 2) Termination:Process of termination is more legal than hiring an individual because the HRD dont want the legal issue to be raised against them and they have to be sued in the court for the legal cause so they follow a legal process though their legal hires the steps are taken very specifically i) They uses the legal paper like general notice, show cause notice last notice then they go for the termination ii) After the termination all the dues will be given back to the indivual like provident funds , gratuity etc
ii) Practice IN HBAGZ

Recruitment refers the policies you need to carry out the people aspects of your management. These policies include: Conducting job analysis Planning labor needs and recruiting job candidates Selecting job candidates interviewing Orienting and training new employees Recruitment is necessary for Zurich because it is beneficial for the company and it is one of the basic requirements of the organization. It is the responsibility of Human Resource Department to conduct the job analysis and recruit the candidates. Zurich follows both internal and external recruitment. Internal recruitment is beneficent because theres really no substitute for knowing a candidates strengths and weaknesses. It is often there safer to promote employees from within, since youre likely to have a relatively realistic view of the persons skills than you would an outsiders. Inside candidates may also be more committed to the company. Morale may rise, to the extent that employees see promotions as rewards for loyalty and competence. Inside candidates may also require less orientation and training than outsiders. So, Zurich practices outside recruitment. Zurich officials said that reference count in the recruitment up to some how and background is necessary for recruitment because it is the requirement of the organization. Skilled people are the need of Zurich because only skilled people have the good performance. And Intelligence tests best screen out the employees abilities and capabilities. In Zurich physical test is necessary for all the candidates. Careful selecting is necessary because if you hire wrong person it is a burden for the organization. The cost of hiring wrong person is much more than anything. So careful selecting is necessary so that right person for the right job can be selected.
iii) Questionnaire
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Habib Bank AG Zurich Whose responsibility to recruit the candidates? Method of recruitment you follow? Is reference count in recruiting? What kind of tests screens the employee abilities more properly? If selected employee does not work, as you like what you do? Do you advertise your vacancy anywhere? What is the current situation of your organization, are you downsizing or rightsizing? What is the strength of employees working in your organization? From which area you recruit your employees? What is your recruitment process? What is the minimum and maximum age limit for different kind of employees? What is your policy for those people who apply for a job which is less than their qualification or requirement? When a new job is created weather you prefer internal resources or external resources? What is the turnover rate of employees? In which season, you usually recruit employees? When some new type of technology is introduced, what is your policy about those employees whom you dont, need after this change in technology? Do you use new technologies (computer, artificial intelligence) to predict personnel requirement? Have you made any recruitment chart? On which media you advertise for any job required? Do you consult any employment agency for recruitment? Do you recruit people on internet? Do you have any quota system and what are its criteria? In what percentage and for what jobs, do you recruit minorities? Do you give equal opportunity to all applicants and or you have some preference based on relationship reference or any other? Many companies give less pay to old employees and give more pay to new employees at same post. Is it in practice in your company? How much you pay to overtime in percentage? What are your standard working hours? Do you follow place work plans or hourly plans? Do you offer any team or group incentive program? Do you give annual bonus to employees? And what is the eligibility or base of annual bonus? Do you have any employees stock ownership plan and how much percentage of shares is reserve for employees
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b) Training and Development

Training is the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately and development is 'the growth of the individual in terms of ability, understanding and awareness'.
i) Role of HRD In Training Process:1) Orientation and Training of Employees:Once employees are "on board" their personal growth and development overtime become a major concern. In Zurich both human resource directors and other managers play a critical role in the development of orientation programs. Human resource directors have assumed leadership in developing such programs. a) Orientation of New Employee After the selection of successful employees the first step in their introduction to company policies, practices and benefits is an orientation program. Zurich management as whose is initially interested in training and educational programs in order to promote employment and utilize the talents of its citizens. The first phase is usually conducted by the staff personnel unit. Subjects covered include products of the company, employee benefits, salary schedules, safety, probationary period, timed recording and absence, holidays equal employment opportunity programs, packing and the grievance procedure. The second phase of most organized induction program is performed by the immediate supervisor. The inductee is introduced to fellow employees, given a tour of the department, and informed about such details as locker and rest rooms, supply procedures, hours of work overtime, call in procedures, rest and lunch periods, and lunching facilities. Phase three follow up some week later. The interview, conducted by either the supervisor or a personnel specialist is concerned with Employee satisfaction with the job and organization. Supervisor satisfaction with the employees. Zurich is a multinational financial institute importance has been given to training. The management considers the training as an "Investment in their Asset". They believe that planed development programs will returns values to the organization interims of increased. Productivity, high reined morale, reduced costs and greater organizational stability and flexibility to adapt to changing external requirements. b) Training Needs Assessments In Zurich are three level of analysis for determining the needs training can fulfill. i) Organization analysis: Focuses on identifying where within the organization training is needed. Human Resource Management Page 20 of 48
Habib Bank AG Zurich ii) Operation analysis: Attempts to identify the content of training - what an employee must do to perform competently. iii) Individual Analysis: Determines how well each employee is performing the task that make up his or her job. c) Operative Training:The development of operative calls for specific increased in skills and knowledge to perform a particular job. In Zurich there are primarily two basic methods in use. i) On The Job Training: This method is most widely used and has the advantage of motivating the trainee to learn. As the success of the system depends almost entirely upon the immediate supervisor, the trainer, the personnel unit has a major responsibility for making a good, effective reaches out of every supervisor. ii) Off the Job Training: There are three methods used in ZURICH for Off the Job training (1) Workers Training Program: The main agenda of the program was to explore the hidden talent of their worker and to make them cognizant of their own potentials. Mr. A.I. Mir, the divisional head, and his team conducted the program in a very interesting and entertaining manner with the help of IQ testing riddles and different games. This also include specialized training for each group of people like agriculture department , credit department so they are given special training to enhance their performance that ultimately fruitful to the bank (2) Special Courses: The second system of conducting training may be classified by some as education rather than training. Such training courses are arranged by the IBP or SBP for the banking sector that will specially focus and governed by the State and bright students and bankers are given opportunity to be more fruitful for their Bank. (3) Skills training program: When its noted that a specified sector of the bank is not up to the mark performance then committed bankers are send on the skill training program abroad and local both this create many advantage and knowledge enhancement is involved (4) Improvement of Education and Technical Qualification The company adopts the policy of sending its employees for training abroad. Apart from this, employees are sent to attend suitable training program within Pakistan held by recognized institutions e.g. LUMS, IBA etc. Employees who wish to improve their educational qualification by registering in Diploma courses and degree courses are encouraged to do so. Only admission to standard institutes e.g. IBA. Karachi University etc., the employee should not suffer. In return for any financial assistance provided, it is
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Habib Bank AG Zurich expected that the employee will serve the company for a period of at least five years after the completion of the Diploma / Degree. d) Evaluation of Training Programs To assess and evaluate the utility or value of training, in Zurich management seek ensures to four questions. Did change occur, Is the change due to training, Is the change positively related to the achievement of organizational goals; Will similar change occur with new participants in the same training programs? In evaluating training programs, measures of change fall into four categories. How do participants feel about the training program? To what extent have trainees learned what was taught? What on the job changes in behavior occur because of attendance at the training program? Is what extent have cost related behavior outcomes or quality improvement, turn over or accident reduction (productivity) resulted from the training.
ii) Practices In HB AGZurich:Habib Bank AG Zurich Officials said that training means to update and boost up the knowledge and skills of the employees and it is a process of teaching new employees the basic skills they need to perform their job. They told me that company has its own prescribed methods for training the new employees. After selection they train their employees by providing theoretical as well as practical training. Zurich provides both On the Job Training and Off the Job Training to its employees. In Zurich there are three level of analysis for determining the needs training can fulfill. Organization analysis: Operation analysis. Individual Analysis: Zurich trains its employees in its head office in Lahore and also sends its employees at LUMS and |IBA for higher-level training. Institutes like SBP and IBP arrange periodically training courses, seminar, lectures and even abroad visit to special environment so that the employee attitude can be fruitful
iii) Questionnaire:What do you mean by training? What is your training procedure? Any Act, Law, or any prescribed method do you follow? How do you Train your employees after selection? Human Resource Management Page 22 of 48
Habib Bank AG Zurich Do you provide some special training for some special purposes? Method of training you follows? What types of trainee are working in company? Rightsizing? Do you hire any trainer or experts for lecturers for training of employees Help? Do you issue any diploma or certificate to trainees? Does AG Zurich have its own training center? Have you any orientation program for the employees and what kind of instructions you give to your employees in this orientation? Do you have any training program for your employees? Do you have your own training instructors? What is your training method and process? Do you follow traditional or informal methods of training? Do you use audio and visual aid or training? What kind of laws and acts do you follow in the training process? Do you have any training program for your current employees? How you access that current employee need training? Do you give any diploma or certificate to the people who complete their training? How do you train your employees to work with other employees well? Do you have any program to increase skills of your employees? How long you give this orientation? Is it continuous through out the year of once in a year of month How you decide which training program is more effective? How you design the training program? (training methods),(work load), (program contents) How you validate your newly introduced training program? How you evaluate the success of your training program? (reaction), (learning),(behavior),(results) What steps do you take to make the skill transfer easy? How do you transfer the required skills to the trainees? How do you handle the legal aspects related to a training program? I.e. negligent training. What is the training techniques used for the middle of top level managers? Action Learning Case study method Management games Role play
c) Employee Services Safety, Health & Welfare

To attract productive human resource and ensure positive contribution to the organization's success, the company offers a variety of facilities, benefits and welfare programs to its personnel.
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i) Role of HRD In Employee Matters :(1)Safety & Health:(a)Safety:Safety and Security has been a top priority on the attention list. Procedural reviews and periodic checks are regularly carried out to ensure safe operations. To preserve environment, against any possible pollution through air, water or solid waste, best available means, methods and equipments are used and heavy plantation has been developed in premises Health, safety and health (HSE) is working for the employee safety and health. It provides safe working conditions and environment. The personnel department conducts safety training programs for all employees 2-3 times in a year. The company offers the following safety programs. Fire fighting Chlorine gas leakage training First aid training General awareness about environment All employees are insured not only locally but international in case of any hazards any accident respective company will come to help the problem financially
(b)Health:The company provides free medical facilities to all its employees. The company has its own dispensary and first aid medical facilities in the industry. But to provide quality medical facilities. Medical treatment is done by the company allowances that are from their respective dues according to their designation and grade. In case of death handsome amount is paid and also descends have a financial help from the group
(2)Services & Benefits:Management at ZURICH, in addition to giving basic pay to its employees, also cares for many employer benefit schemes and programs e.g. the distinction of large corporations only. Here are important mentions in this respect.
(a)Welfare Activities:Apart from providing professional environments, the company believes in the welfare of its employees in a best possible manner. The company has provided homely environments to the employees such as Free and adequately furnished bachelor accommodation for Executives, Officers and workers. Family accommodation has also been arranged for reasonable number of Officers and workers. Adequate recreational facilities such as TV Rooms, sports fields, in-door / out-door sports facilities, etc have been made available. Annual sports functions are held to promote healthy activities amongst the Human Resource Management Page 24 of 48
Habib Bank AG Zurich employees. Similarly, free pick and drop transport facilities from Faisalabad and surrounding areas are provided to the Employees.
(b)Loans:Loan facility is also provided but it can be availed from the provident fund of the employee, which is equal to 10%.
(c) Gratuity:This is the amount that is given to the employee at the time he leaves the bank also depends on the of the employee designation and ability and devotion to its professionalism. But there is restriction that only who has the job duration more than 5 year only he can get that otherwise not possible. (d) Philanthropic Activities:Being socially responsible, the company is involved in charitable activities for the well-being of needy and deserving people. For this purpose , Zurich carries out number of such social activities round the year such as distribution of Ration , Clothings, cash, etc to the deprived people particularly located in the villages of adjoining areas. Needy and deserving students, who cannot continue their studies due to lack of resources, are given financial support in shape of stipends to such students by the company to complete their studies. For this purpose, an advertisement is published in the Daily News Papers inviting applications from the deserving students for this Scholarship Scheme. Large number of widows / families is also given monthly financial grants / aids to meet their basic requirements. Medical camps are also arranged in the surrounding villages to provide medical facilities to the needy persons at their door steps.
(e)Appraisal:To boost the morale of employees, every year rewards are given to the most regular person. A special performance award is also given .there is a policy for the appraisal of the employee depends on the situation of the problem and its ability.
(f) Bonus:In order to motivate the workers and get most out of them, incentives and increments in salary are offered both to workers and officers. For this purpose his performance is checked and if satisfactory he is given Rs.150 extra in addition to basic salary. The company provides extra benefits to employees who do some extra work such as bonuses incentives etc. The company has vacation policies such as holidays, sick leave etc.
(g)Increments:-
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Habib Bank AG Zurich According to the policy of the bank maximum three increments can be given to the employee and its 10 % of its salary that is given to him if he show tremendously well and boost his career
(h)Provident Funds:In case of provident fund, 10% contribution is made by employees and 10% by the employee. This deduction is from the salary that is invested in some suitable place and its profits are also given to the employee according to its contribution and at the time of leaving it is return to the employee
(i) Allowances:There are number of allowance for the Zurich employs that can be given according to the skill and appraisal they deserves
(j) Hajj Policy:The company offers a free Hajj policy for three persons every year.
(k) Leaves:Zurich allows its employees leaves with the one basic salary per year. People are facilitated with 30 days leave per year including 12 earned leaves, 8 sick leaves and 10 casual leaves. Company has its own guest house in Murree and employees have options to spend one week there at company expenses.
(l) Medical Facilities:People earning Rs.4000 per month have medical facility under the Social Security. Those having salaries more than Rs.4000 per \month are paid Rs.300 per month as medical allowance. Zurich provides free medical facilities to all its employees in case of injury or illness. It also gives the free treatment at its own cost also provide a handsome amount of the treatment for the family .
(m)
Insurance Policy:-
The company offers life insurance to all its employees working in the company. The company offers two life insurances. That is given according to their own designation so that they deserve at that time
ii) Practices of HB AGZurich:

Zurich have many tools to boost its employee performance if its used according to the needs and circumstances its will be very fruitful. HR department have key tool like Bonus Appraisal Human Resource Management Page 26 of 48
Habib Bank AG Zurich Increments Promotion Allowance Gratuity Provident Funds Medical Facility Outside medical facility is available for employees and they are paid at actual basis. It means if an employee gets treatment from the authorized hospital of the Zurich where it will bear all its expenditure incurred.
iii) Questionnaire:What types of services are given to employees? In case of health facility how many allowances you give to employees? In case of any employees death, how much you give to his family? Is any outside medical facility allowed to employees? In case of welfare what facilities are given to employees? Is there any reward for the persons who do something extra ordinary? What is your policy toward employee vocation, such as holidays and sick leaves or underemployment issuance? How many leaves you allow a person to officially take in a year? (Lateness, absenteeism, illness, pregnancy). Do you provide any life insurance to your employees of your company? What kind of benefits you give to your employees incase of death and serious injury during their service? What is post retirement program in your organization? Is there any pension program in this regard/ Do you provide food service to your employees within the organization and at what rates? Do you have any fair price shop within your organization for your employees/ Do you have your own medical facility? Is it a hospital or a dispensary? What kind of medical services you provide to your employees? Is there any difference in the provision of medical services to the workers and the managers? What are the safety measures you have installed in your company? Do you give any recess or break to your employees during working hours and what is its time duration? Is smoking prohibited or allowed in your organization? What are your safety measures in case of fire? What are your safety measures in case of fire?
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Habib Bank AG Zurich How do you provide employee protection (first aid, safe tools, protective gloves, glasses, cloths etc)? Employees benefits in terms safety, health, welfare, medical, recreation and pension Did you have any Performance appraisal? The Medical benefits your company provides itself in giving are Parental / maternity leave ---Flextime ---Day care center ---Free medical services ---Marriage funds for children ---Any other (specify) ---What is OSHA? What is the importance of employees health and safety in the organizations? How you are conduction health and safety issues? In your organization the law or ethical code of profession is the major consideration
d) Manpower Planning By Human Resource Planning, we mean that how systematically forecast the future demand for, and supply of, employees. The motto of AGZurich in this aspect is staffing at the right time with the right people. I.e. Human resource Planning was thought of as means for ensuring that right numbers and the right kinds of people were at the right times, So that consumers needs are satisfied. i) Role of HRD In Manpower Planning:It is responsibility of HRM Department to forecast the Personnel needs. The main sources to check the personnel needs are forecasting and job analysis. Mostly HRM Department forecast the division of labor but some times gives orders each department to forecast the personnel needs and then HR personally perform the job analysis in each department. HR department makes replacement chart of candidates and prefer internal source of candidates. From internal sources candidates are promote on the basis of qualification and experience. If from internal sources candidates are not available then external sources are used. The selection of candidates from internal or external resources is strictly on merit. The personnel department has its own selection team (1) Need For Employees:The following are the major causes for the demand of human resources. Human Resource Management Page 28 of 48
Habib Bank AG Zurich (a) New Ventures:New ventures also lead to mean changing human resource demands. AGZurich focuses continuously on innovations and new concepts to provide its services to heavy clientele and to compete its competitors. With the opening of new plants which is occupied with the latest equipment to support the chemical industry and for this purpose personnel are needed to cater for clients. (b) Change in technology:Technology changes the way business is done, is difficult to predict, and is difficult to assess. For instance, the concept of new plants creates enormous demand for telemarketing Personnels and computer Professionals and we have to cater for the needs of our customers. For this purpose people are hired so that they can carry out the operations. (c) Work Force Factor:The demand of Human Resource is modified by such employee actions as retirements, resignations, termination, deaths and leaves. Right now HB AGZurich is not facing any severe problem of attrition or turnover. (2) Sources of Employment:When the Personnel Department has projected the human resources demand in future, then the concern for the personnel manager is filling projected openings. There are two main sources of employment for HB AGZurich (a) Internal Sources For this purpose, two types of documents are maintained about the employees Skill Inventory Chart. (for non- managers) Management inventory Chart. (For managers). These inventory documents catalogs each employees skills and abilities, and when there is need of new job, internal employees can go for this job. Personnel manager is responsible for internal job placements. Another internal source is employee referrals. (b) External Sources Not every future opening can be filled with present employees. For some jobs, they have to fill the vacant posts by outside people. Some jobs are entry level jobs, and then there is a need of external sources of human resources. The following are the external sources of employment Advertisements. Universities Management trainees Apprentices Internees. (3) Manpower Planning : Process:-
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Habib Bank AG Zurich To get maximum output from minimum input of human resource. Manpower planning requires an assessment of present and future needs of the organization to be compared with present resources and future predicted resources, appropriate steps should be planned to bring demand and supply into balance. Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate. Understaffing loses the business economies of scale and specialization, orders, customers and profits. In AGZurich basic purpose for which HRD in relation to HRP serves are as under: Balancing the cost between utilization of plant & manpower: This theme involves comparing costs of these two resources in different combinations and selecting the optimum. Determining recruitment needs: It is an essential prerequisite to the process of recruitment. It means that HRD unexpected shortages, wastage, blockages of unexpected shortages, wastage, blockages in promotion flow and needless redundancies. Determining training needs: HRD plans fundamental training programs for which it is necessary to assess not only quantity but also quality in terms of the skills required by Zurich. Management Development: HRD provides succession of trained and experienced manager which is essential to the effectiveness of the organization and this depends on accurate information about present and future requirements in all management level in Zurich A system of HRP in Zurich has some specific points on which company act. Defining or redefining organizational objectives. Determining and implementing the basic requirement to sound planning. Assessing future requirements to meet objectives. Assessing current resources and availability of resources in the future. Producing and implementing the plan in detail i.e. balancing the forecast for demand and supply related to short term and long term time. Monitoring system and amending as indicated. (a) Evaluation of HRD Performance HRD of Zurich is working very well. Such as planning, managing people, resulting people, its objectives and its mission, guiding principle are very good and helping in overall organization. Managers of HRD are expected to organize and to be accountable for the work of other people. In this process, managers act as employers as such they create and sustain the employment relationships of their organizations. The occupation of HRM specializes in technical skills of managing this employment relationship. In the Zurich specialist management has engaged. After we have seen how different models of personnel management have developed, and it shall explore the interdependence between activities which make up the personnel function of managements by looking at how these activities interlock as a "System in form of HRD"
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Habib Bank AG Zurich (b) Reasons for Human Resource Planning The formal personnel planning is essential for ZURICH because it is moderate to large in size, that experiences changes in technology, products, markets and utilizes a lot of high talent personnel. Following are specific reasons for which Zurich management is carrying on systematic human resource planning. Future Personnel Needs: Coping with Change: High-Talent Personnel: Strategic Planning: Equal Employment Opportunity: Foundation for Personnel Functions: (c) The Planning Process Planning for human resources is tied in with overall Zurich long range planning... (i) Goals & Plans of Organization: Human resource planning is a part of overall strategic planning for ZURICH. A personnel vice-president and his staff cannot make useful plans for period of one or three or five years, unless they have data on possible corporate expansions new products, new plants, new markets and so on. Important steps involved in overall planning for Zurich are: 1. To analyze and evaluate environmental influence. a) Political trends and legislation which will have impact upon the business. b) Economic conditions such as competition inflation, rate of change in gross national product and unemployment level. c) Social trends in leisure time, consumer tastes, work values and retirement. d) Technological advances affecting enterprise. 2. To identify the values and aspirations of Zurichs directors and executive. 3. To identify and evaluate the internal strengths and weaknesses of the enterprise. 4. To develop a strategy which relates the strength of the company and aspirations of executives with opportunities perceived in environment. 5. To create specific enterprise objectives and plans for achieving these objectives. 6. To prepare plans for the functional areas of the business; production, finance, marketing, research and development and personnel. 7. To communicate with members of the organization and involve them in planning process. 8. To evaluate progress toward implementation of plans and take corrective action where necessary.
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Habib Bank AG Zurich (ii) Planning Period: The extent and rapidity of change in the forces affecting the business determines the utility of forecasts into the future. Zurich's planning period is from 3 years to 5 years. Period for three year is short range and of five years is long range period. (iii) Current Human Resource Situation: This is also called a skills inventory or manpower information system. A skill inventory consists of up-to date information regarding the qualifications of the selected categories of personnel. The skills inventory has several important uses. (iv)Computer System: Zurich along with manually prepared Human Resource Data card also uses computerized system to handle data. The computer can readily provide a printout of the age distribution of all mangers by level, job, and department.

Zurich Officials said that manpower planning means to use the human resource in such a way that we get maximum out put from minimum input of human resource. They said that manpower planning is necessary to use human resource economically and efficiently. Zurich Officials told that manpower planning has improved the working standard with economically and efficiently. Tasks are given to employees at the start of fiscal year. At the end of fiscal year, these tasks are evaluated by annual appraisal...
iii) Questionnaire:Roll of HR manager to enhance the employees commitment? What are the HR tools to enhance the employees commitment? How organizations create opportunities for its employees? What types of affirmative actions are being taken in Honda for its employees? How the affirmative actions help to create motivation? What is manpower planning? Why manpower planning is necessary? In your bank, what is the role of manpower planning? What is the maximum age of employee to earn salary in the Organization? Do tasks are given to employees at the start of year? If yes then how they evaluate it?
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e) Salary Administration
There is no doubt that motivation is the crux for good performance, but there is no clear-cut answer to the question of how to motivate. Money is a factor in motivating people and this section concentrates on this. Reward systems are discussed in general and later in specifics in terms of payment by results. Various schemes for financial motivation are also described.
i) Role of HRD In Salary Administration:Zurich adheres to all laws and regulations of government. For instance, Zurich follows Minimum Wage Board Act, Industrial Relations Standing Ordinance, and Workman Compensation Act. Zurich has developed Different grades for rank and file workers and has structured Pay Scale according to labor market and competition within the Banking industry of Pakistan. The compensation for executive and secretaries is negotiable depending on the abilities and performances. The main objectives sought through effective compensation management at Zurich are: Compensation needs to be high enough to attract applicants. Retain present employees. Compensation management strives for internal and external equity. Comply with legal regulations imposed by government.
(1)Performance Appraisal System:Performance appraisal is a critical activity of HR management. Its goal is to provide an accurate picture of past and/or future employee performance. To achieve this performance standards are established. The standards are based on the job-related criteria that best determine successful job performance. Zurich has developed a complete performance appraisal system by which job performance of the employee is evaluated. Personnel department also uses the information gathered through performance appraisals. The objective of the system is to get the performance feedback which allows the employee, manager and Personnel Manager to step in with appropriate actions to improve the performance.
(2)Performance & Development Review System(P&DRF):Personnel Department has prepared a performance and review form which are filled by the supervisor of the employee biannually. Six months objectives are developed for: Department Heads. Assistant Department Heads. Then after 6 months, they are evaluated on the basis of achievements and performance. Apprentices' performance is evaluated every month. For newcomers, this form is filled after the completion of probation period. On the basis of the P&DRF, the regular employment is awarded to new comers. CONTENTS OF P&DRF
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Habib Bank AG Zurich This form highlights the evaluation on achievement of objectives for the last six months. Then the areas of improvement are considered. This form is filled with the mutual discussion between the Boss and Subordinate. If there is any conflict, then Personnel Manager intervene to resolve the conflict.
(3)Promotion Policy:The promotion of the employee occurs when an employee is moved from one job to another that is higher is pay, responsibility, and/or organizational level. The promotional criteria have following features: It is based on the past service record and performance appraisal system. Person is evaluated individually before promotion. It depends on the vacant seats (whether exist or not). Only recommended and adequately qualified persons are promoted. When the person become capable to perform and take the responsibility of his/her boss, according to the succession plan he should be promoted upward in the hierarchy.
(4)Salary Administration System:Salaries are disbursed to all employees on the 29th of the month or, if a holiday, the next working day. Salaries are remitted directly to the Bank Account and it is therefore necessary that details of Name, Account Number, Branch and Place should be intimated to H.R.D/S.P.C. on joining or if any change occurs. No advance against salary is given by the Management.
(5)Cafeteria Facility:The Company provides the facility of subsidized lunch for all employees at the Head Office and Factory Lunch facility can be availed at the Cafeteria by paying the subsidized rate per month which is deducted from the employees salary. If any employee is availing Privilege Leave/Maternity Leave for 14 days or month in any month, then the employee can request a refund for that period by returning the unused coupons to H.R.D.
(6)Employment of Relatives:(a) Strictly, no relatives will be employed by the Company. (I.e. Father, mother, brother, sister, nephew, niece, in-laws, etc.) (b) Employment of one son/daughter to be considered after retirement of existing employee, or each during service, only if the candidate is found suitable for the existing vacancy. (c) If any two existing employees marry each other, then one of them, in accordance with the choice of the Management, will have to leave.
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Habib Bank AG Zurich (d) Sons / daughters and relatives of in service employees, would not be eligible for temporary employment.
(7)Leaves : Entitlement & Rules:(a)For Confirmed Employees:All confirmed employees are entitled to leave according to the rules and regulations stated below: (i) Casual Leave: Ten days with pay in a calendar year, at the discretion of the Management. Casual leave in meant to meet urgent and/or unforeseen circumstances. Prior approval of the Management has to be obtained whenever possible, stating the reason for leave. In case of emergencies, an application in support of availed leave must be submitted the day the employee resumes duty. (ii) Sick Leave: The entitlement is 14 calendar days in a year. Sick leave if not availed during a calendar year may be carried forward but the total accumulation of Sick leave shall not exceed 28 days at any time.
(iii)
Privilege Leave:-
The P/L entitlement for all employees is as follow: For the 1st completed year of service 3 weeks (21 Calendar days). For 2nd to 5th completed year of service or part thereof 4 weeks (28 Calendar days). For 6th year onwards- 5 weeks (35 Calendar days)
(b)For Probationary Employee:During the probationary period of any employee there will be no entitlement to any kind of leave, be it Casual Leave, Sick Leave, Privilege Leave or Maternity Leave. Sick Leave if required will be approved as a very special case only if supported by a Medical Certificate from a registered medical practitioner. Any other leave if availed will be treated as without pay. However, on confirmation if the employee so desires, the leave may be adjusted against his entitlement and the deducted amount refunded.
(8)Loan Policy:The Company guarantees loans for car and scooter/motorcycle.
(a)
.Application under the Loan Policy, which is duly recommended by the concerned Division/Department Head, should be forwarded to Human Resource Division for processing. Applications will be approved subject to availability of Funds at the concerned Banks.
(b)
As per the Bank's Policy for financing loans, the vehicle should be jointly registered in the name of the Bank and employee. The employee will be entitled to have to transfer in his name only after bank has certified full clearance of all dues.
(c)
All employees will also have to take out a comprehensive insurance policy for the vehicle in order to avoid monetary loss in case of accidents. Human Resource Management Page 35 of 48
(d)
Since the Company stands Guarantor of all such loans, in order to safeguard its own interest, the employee will execute a counter guarantee in favor of the Company, guaranteeing the full an final settlement of the loan at any time on demand by the bank or in case the employee ceases to be in the service of the Company for any reason. These are normally given to employees involved in actual sales only.

Zurich Officials said that their minimum salary in the organization is about Rest. 3000. There is separate salary department, which do the job of salary administration in Zurich Zurich takes many steps to make its salary equitable. Basically the salary at Zurich is period based salary. If an employee works according to the rules and regulations of the organization, they pay them very well. I have not got information about their standards, which are seen by the management as a tool.
iii) Questionnaire:1. 2. 3. 4. 5. What is your minimum salary? Is there separate salary department? What steps you take to make your salary equitable for employees? What is base of your compensation to employees? Do you pay salary by cheques or cash?
Why manpower planning is necessary? In your bank, what is the role of manpower planning? What is the maximum age of employee to earn salary in the Organization? Do tasks are given to employees at the start of year? If yes then how they evaluate it?
f) Industrial Relations
The purpose of industrial relations is to ensure effective communication between management and staff, to secure maximum cooperation from staff, and to motivate staff to give their best by ensuring that they feel fairly treated, understands the overall direction and values of AGZurich and those of their departments, and how decisions that affect them have been reached.
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i) Role of HRD In Industry Relations:(1)Disputes in Organization:Sometimes the employees are not satisfied with their jobs and there are some signs such as strikes, confrontation leading to lockouts and various forms of withdrawal of cooperation by workers. But the typical conflicts which are taking place in the organization are overtime bans, working to rules, refusal to use new machinery have all seen in different sectors of AG Zurich.
(2)Role of HRD in Solving Relations:Different conflict resolution starts with a careful diagnosis of the causes of the problem. And all the times HRD plays an important role in solving there problems. It is then the responsibility of the manager of HRD to apply an appropriate procedural, structural or personal solution or some combination of all three. But the management of AG Zurich believes that resolving conflicts will be his or her own preparedness to adopt a pluralist stance, and the interpersonal skills which he or she can bring to bear supplemented by -- honesty and pragmatism. But HRD performs following chief roles.
(3)Procedures Regards:Management communicates regularly and openly with staff; Staff consults on matters that affect them; Problems and disputes should be resolved through discussion and consultation; and Management devises and encourages activities that contribute to staff's well being. Oversimplified, work is a matter of managers giving instructions and workers following them - but (and even under slavery we recognize that different 'managing' produces very different results) the variety of 'forms' which have evolved to regulate the conduct of parties (i.e. laws, custom and practice, observances, agreements) makes the giving and receipt of instructions far from simple. Two types of 'rule' have evolved: 'Substantive', determining basic pay and conditions of service (what rewards workers should receive); 'Procedural,' determining how workers should be treated and methods and procedures. Determining these rules are many common sense matters like: Financial, policy and market constraints on the parties (e.g. some unions do not have the finance to support industrial action, some have policies not to strike, some employers are more vulnerable than others to industrial action, some will not make changes unless worker agreement is made first, and rewards always ultimately reflect what the market will bear); The technology of production (the effect of a strike in newspaper production is immediate -it may be months before becoming effective in shipbuilding); The distribution of power within the community - that tends to vary over time and with economic conditions workers (or unions) dominating in times of full employment and employers in times of recession.
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Habib Bank AG Zurich Broadly in the Western style economies the parties (workers and employers) are free to make their own agreements and rules. This is called 'voluntarism'. But it does not mean there is total noninterference by the government. That is necessary to: Protect the weak (hence minimum wage); Outlaw discrimination (race or sex); Determine minimum standards of safety, health, hygiene and even important conditions of service; To try to prevent the abuse of power by either party. The personnel manager's involvement in the system of industrial relations varies from organization to organization, but normally he or she is required to provide seven identifiable functions, thus: To keep abreast of industrial law (legislation and precedents) and to advise managers about their responsibilities e.g. to observe requirements in respect of employing disabled persons, not to discriminate, not to disclose 'spent' convictions of employees, to observe codes of practice etc. in relation to discipline and redundancy, and similarly to determine organizational policies (in conjunction with other managers) relevant to legal and moral requirements. To conduct (or assist in the conduct) of either local negotiations (within the plant) or similarly to act as the employer's representative in national negotiations. This could be as a critic or advisor in respect of trade etc. association policies or as a member of a trade association negotiating team. Agreements could be in respect of substantive or procedural matters. Even if not directly involved the personnel manager will advise other managers and administrators of the outcome of negotiations. To ensure that agreements reached are interpreted so as to make sense to those who must operate them at the appropriate level within the organization (this can involve a lot of new learning at supervisory level and new pay procedures and new recording requirements in administration and even the teaching of new employment concepts like stagger systems of work - at management level). To monitor the observance of agreements and to produce policies that ensures that agreements are followed within the organization. An example would be the policy to be followed on the appointment of a new but experienced recruit in relation to the offered salary where there is a choice of increments to be given for experience, ability or qualification. To correct the situations which go wrong? 'Face' is of some importance in most organizations and operating at remote staff level personnel managers can correct industrial relations errors made at local level without occasioning any loss of dignity (face) at the working level. 'Human resource management' and the obscurity of its reasoning can be blamed for matters which go wrong at plant level and for unwelcome changes, variations of comfortable 'arrangements' and practices and unpopular interpretation of agreements. To provide the impetus (and often devise the machinery) for the introduction of joint consultation and worker participation in decision-making in the organization. Formal agreement in respect of working conditions and
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Habib Bank AG Zurich behavior could never cover every situation likely to arise. Moreover the more demanding the task (in terms of the mental contribution by the worker to its completion) the more highlyeducated the workers need to be and the more they will want to be consulted about and involved in the details of work life. Matters like the rules for a flextime system or for determining the correction of absenteeism and the contents of jobs are three examples of the sort of matters that may be solely decided by management in some organizations but a matter for joint consultation (not negotiation) in others with a more twenty-first-century outlook and philosophy. Human resource management is very involved in promoting and originating ideas in this field. To provide statistics and information about workforce numbers, costs, skills etc. as relevant to negotiations (i.e. the cost of pay rises or compromise proposals, effect on differentials and possible recruitment/retention consequences of this or whether agreement needs to be known instantly); to maintain personnel records of training, experience, achievements, qualifications, awards and possibly pension and other records; to produce data of interest to management in respect of personnel matters like absentee figures and costs, statistics of sickness absence, costs of welfare and other employee services, statements about development in policies by other organizations, ideas for innovations; to advise upon or operate directly, grievance, redundancy, disciplinary and other procedures.

Good industrial relations, while a recognizable and legitimate objective for an organization, are difficult to define since a good system of industrial relations involves complex relationships between: Workers (and their informal and formal groups, i. e. trade union, organizations and their representatives);Employers (and their managers and formal organizations like trade and professional associations); The government and legislation and government agencies l and 'independent' agencies like the Advisory Conciliation and Arbitration Service. HB AGZurich understands the importance of industrial relationship, so, HB AGZurich tries to make good relations with other banks. For this purpose HB AGZurich has a separate department for industrial relationship. HB AGZurich has good national and international relationship. HB AGZurich shares the information with other banks about their customers in case of need. HB AGZurich provides information about any particular customer to other banks if they send request to HB AGZurich
iii) Questionnaire:Do you feel that industrial relationship is important? Do you have international industrial relationship? What is your practice to improve industrial relationship? Is there any department for improvement of industrial relationship? Do you feel that industrial relationship is important? Human Resource Management Page 39 of 48
Habib Bank AG Zurich Do you have international industrial relationship? What is your practice to improve industrial relationship? Is there any department for improvement of industrial relationship? Do you feel that industrial relationship is important?
g) System of Communications
Communication is a two-way process, for releasing staff's ideas, energy and ambitions. Through communication, management helps staff understand the mission, objectives and values of the department, and staff can let management know their ideas and aspirations for giving their best. Some specific communications objectives are: Provide managers and staff with information to support departmental budget decisions and workforce planning, including context, benefits and challenges, training and technical requirements, and implementation strategies. Gather information on the campuss business and training needs at the appropriate times, to ensure that the system reflects those needs to the greatest extent possible. Encourage leadership and support from campus management. Ensure that the various project staff and working groups receive communication from project management and from each other. Recognize the contributions and accomplishments of the many participants in development and implementation. Describe available resources and support for training, planning, information, and assistance with change management. i) Role of HRD In Communication:The purpose of Human Resources Management System communications is to clarify the objectives, scope, progress, and plans for implementation and training, and to ensure that the project leadership and workgroups are receiving adequate information from campus in return. Some specific communications goals are: Provide campus managers and staff with information to support departmental budget decisions and workforce planning, including context, benefits and challenges, training and technical requirements, and implementation strategies. Gather information on the campuss business and training needs at the appropriate times, to ensure that the system reflects those needs to the greatest extent possible. Encourage leadership and support from campus management. Ensure that the various project staff and working groups receive communication from project management and from each other. Describe available resources and support for training, planning, information, and assistance with change management.
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Habib Bank AG Zurich Recognize the contributions and accomplishments of the many participants in development and implementation. The project team develops a quarterly action plan for specific communication activities each quarter. Project managers and team members also meet with several campus advisory groups and individual departments to make sure that campus needs are a big part of system development. Campus users who are interested in receiving regular updates on the team's progress in developing HRMS should subscribe to the HRMS Information list serve. i) Direct Communication :AG Zurich manager's door is always open to employees. It provides continuous invitation for employees to come in and talk about everything that is troubling them. ii) Effective Communication:In AG Zurich can be judged with. Informal discussion Meeting with manager Formal meeting
ii) Practices of HB AGZurich:Good communication plays an essential role in the success of any organization. AG Zurich uses all possible means of communication in its operation. In Internal communication they use: Telephone (mostly) Email Fax In External Communication they use: Written communication They communicate with their foreign branches through Internet and Email (mostly) and they also use Phone and Fax. WITH an integrated network of over 30 Branches in Pakistan as well as Overseas, HB AGZurich gives you direct access to a comprehensive range of better banking facilities to help you monitor your business locally as well as internationally HB AGZurich has online branches in abroad in these countries:
iii) Questionnaire:What are the tools, you use in internal communication? What are the tools, you use in external communication?
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Habib Bank AG Zurich Are you providing online banking? How do you communicate with your foreign branches? Are you using any intranet? What are the tools, you use in internal communication? What are the tools, you use in external communication? Are you providing online banking? Do you feel that industrial relationship is important?
h) Negotiating with Union

Since there is no union in Zurich so there is no further details are available for this requisitions
i) Questionnaire:Is there any Union in your organization? How do you manage unions and there problems? Did AG Zurich face any Strike in his life? What are the main points of dispute between you and union? Do you take unions seriously? In your view, is union healthful for the bank? Is there any Union in your organization? How do you manage unions and there problems?
3) Key Information:a) Branches:Karachi Main Branch, Karachi HBZ Plaza, I. Chundrigar Road, Karachi. Tel No. + 92 21 2633311. Fax No. + 92 21 2631418 / 2631419. Clifton Branch, Karachi 5-2, Uzma Arcade, Block-7, Clifton, Tel No. + 92 21 5877831-5. Fax No. + 92 21 5832019.
Karachi.
Mereweather Tower Branch, Karachi GK-7/99, Tower Mansion, M. A. Jinnah Road, Karachi. Tel No. + 92 21 2401981-6. Fax No. + 92 21 2438295.
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City Court Branch, Karachi Syedna Tahir Saifuddin Road, Court Chamber, Karachi. Tel No. + 92 21 7720106-8. Fax No. + 92 21 7720014. Plaza Square Branch, Karachi Naseeb Building, 37/1, Plaza Square, M. A. Jinnah Road, Karachi. Tel No. + 92 21 7737183-6. Fax No. + 92 21 7737187. Site Branch, Karachi B-12/B-1, S.I.T.E., Karachi. Tel No. + 92 21 2570724-28. Fax No. + 92 21 2570729. Korangi Branch, Karachi Plot#SC-8 (ST-17) Sector 15, Korangi Township, Karachi. Tel No. + 92 21 5074581 / 5074583. Fax No. + 92 21 5074582. Marriot Road Branch, Karachi MR-1/37-G-5, Jelani Manzil, Marriot Road, Karachi. Tel No. + 92 21 2473507 / 2473391. Fax No. +9221 2473550 Shahra-e-Faisal Branch, Karachi Business Avenue, Shahra-e-Faisal, Tel No. + 92 21 4391420-25. Fax No. + 92 21 4391428.
Karachi.
Preedy Street Branch, Karachi Coronation Building, Preedy Street, Saddar, Karachi. Tel No. + 92 21 2743394-7 / 2743406-10. Fax No. + 92 21 2743395. Bahadurabad Branch , Karachi Prime Arcade, Bahadur Shah Zafar Road, Bahadurabad, Karachi. Tel No. + 92 21 4949316. Fax No. + 92 21 4933729. Islamic Banking Branch ,Karachi Alfalah Court, I.I. Chundrigar Road, Karachi. Tel No. + 92 21 2215361-3. Fax No. + 92 21 2215358. Lahore Main Branch , Lahore 14-B, Davis Road, Lahore. Tel No. + 92 42 6279020-4. Fax No. + 92 42 6368392.
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Gulberg Branch, Lahore 19-B, Main Gulberg, Lahore. Tel No. + 92 42 5878475. Fax No. + 92 42 5878473. Badami Bagh Branch, Lahore 110, PECO Road, Lahore. Tel No. + 92 42 7701172-74. Fax No. +92 42 7701171. Raiwind Road Branch, Lahore Bhoptian Chowk, 9KM Raiwind Road, Lahore. Tel No. + 92 42 532 3153-55. Fax No. + 92 42 532 3152. Faisalabad Faisalabad Branch P-71, Kotwali Road, Faisalabad. Tel No. + 92 41 634891-4. Fax No. + 92 41 633822. Rawalpindi Branch 9-Haider Road, Rawalpindi Cantt. Rawalpindi, Tel No. + 92 51 5522022 / 5522033. Fax No. + 92 51 5522055
Rawalpindi
4) Conclusion:a) SWOT Analysis:i) Strength:The Bank has a very strong backing by the Swiss Incorporation. It has already made significant contributions in building and strengthening incorporation. These principal shareholders are committed and willing to inject additional capital, if and when required. This is one reason for investor's confidence in the bank. Bank's diverse product portfolio gives an edge over competitors. It presents a range of quality products with revolutionary perks and convenience. Assessment of the needs and wants of customers is an ongoing process at Habib Bank AG Zurich, which helps to continually develop new products and services. The Pakistan Credit Rating Agency (Pacra) has assigned a long term rating of lAA-'(double A minus) and short term rating of 'A1 + ' to Habib Bank AG Zurich. These ratings represent a very high credit quality and a very low expectation of credit risk. Habib Bank AG Zurich follows a very strict credit evaluation and approval system, which has helped the bank to minimize the incidents of default during the last three years. ii) Weakness:During my short stay in the bank, I have observed that the level of job satisfaction is very low. Employees are so put off that they want to flee away from the dull boring routine work. Most of the employees plan to go & work abroad. This may be the result of the general downturn & depression in the economy of the country. But the management should do something to increase employee motivation level.
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Habib Bank AG Zurich There is an accommodation problem being faced at the bank's premises. The deposits of the bank are growing at a steady rate of 30%. It is introducing innovative products everyday. Likewise the operations are expanding like anything. Also there is new hiring of management trainees. The present building is not sufficient to accommodate all these. Some departments are so congested and especially in peak hours there is no proper space for clients even. One major drawback of Habib Bank AG Zurich that is keeping it from outnumbering its competitors is the outdated management information system. Also many routine tasks like vouching etc. are still done manually in most of the departments. This affects the speed and efficiency of the employees. One task that could be performed in minutes through a computer takes about hours. The competitor banks have very advanced computer systems that give them an edge. There is no opportunity provided to employees to socialize on an informal level. There is no club or society for arranging any recreational activity or programs. The bank gives one or two annual lunches and that's it. Need is felt that some functions should be organized where employees can participate with their families and they can feel like a part of the Habib family. That will create feelings of belongingness & affiliation. When employees associate themselves with their organization that surely helps increase their motivation & job satisfaction. Habib Bank AG Zurich has a variety of innovative products and this innovation process is always in progress. Considering such a vast product portfolio, one expects that the bank would be spending quite an amount for .publicity & advertising. But in fact the Ad. & Publicity expenditure has decreased by approximately Rs.5 million from FY2001 to FY2003. Also there is no proper marketing campaign for consumer products like ATM cards and car financing etc. Habib Bank AG Zurich inherited a sizeable portfolio of non-performing loans (NPLs). Although the new management is making serious efforts for recovery from the delinquent clients and has been successful in some cases, considering the size of NPLs portfolio, it will take the bank quite some time before the exposure can be fully settled. The bank maintains provision coverage of about 70% of NPLs. But still this portion of advances continues to be non-earning and weighs down the profitability. Habib Bank AG Zurich claims to provide supreme services to its clients, as evident from its motto 'everything we do is for u'. The level of services provided is not up to the mark. Mostly the clients have to wait for long time for getting their cheques books, for getting their cheques cleared and the online facility is only so called online, actually it takes at least 2 hrs. To complete the task which should be completed within minutes? It has been observed that clients are not satisfied. The competitors' provide a quality of service far above the level of Habib Bank AG Zurich's. Standard Chartered prides itself in the fact that they cater the needs of their customers most speedily and each customer is done with in 5 -10 minutes. Even Pakistani private commercial banks like Prime Commercial Bank & Askari Commercial Bank are very efficient in this regard. iii) Opportunity:-
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Habib Bank AG Zurich Habib Bank AG Zurich has significant growth opportunities and the management is confident in their ability to grasp them. They are committed to enhancing the shareholder's value and look forward with greater optimism to a prosperous future for Habib Bank AG Zurich. Habib Bank AG Zurich has an edge over other private commercial banks as it has a vast range of products & services to offer to its customers. Not many banks have such a huge portfolio of services to offer at such competitive rates. Bank should advertise & publicize its products on various media channels to promote its business. Bank can sponsor various cultural events or some social cause. Bank Smart is the new computerized system, which has started working in some of the branches. It is going to be launched all over the country probably in Jan 2002. This will surely help to complete the operations effectively & efficiently. Location of an organization is very important factor. It represents the basic strategy for accessing markets and may have significant impacts on revenue, costs and service levels to customers and clients. Habib Bank AG Zurich specifically wanted an office that could serve as their identity and be a valuable addition to the city of Lahore. Shah Din Manzil has been carefully documented and its history researched so that it can be restored to its original glory removing the scars and scratches of the past developments. It is the perfect solution for the problem of accommodation. It will also bring goodwill to the bank as the citizens really appreciate this effort to conserve this historical structure into the urban structure, where they contribute much more to the city than just their empty appearance. Many employee motivation programs can be started to deal with the problem of low job satisfaction. Employees should be given incentives for their commendable performance. There should be something like refresher courses for the bankers. Seminars & workshop should be conducted. Internet has become the need of the day. Every pragmatic organization is taking advantage of this channel. Habib Bank AG Zurich has an official website but the services provided are restricted to some specific branches. Also some parts of the website are under construction. Higher management should take steps to explore this opportunity. Customers should be able to make ready transactions, check balances of accounts etc. Habib Bank AG Zurich should strive for a higher quality of services. In this age of cutthroat competition, only those players survive who offer the best of everything. Only with a dedication to provide supreme quality services, the bank can prosper. Habib Bank AG Zurich has expanded its branch network from 3 to 23 branches in less than 4 years. Work is underway on new branches in Pakistan & overseas. Habib Bank AG Zurich has plans for opening its branches in U.A.E., Bahrain, Sri Lanka and Bangladesh. Habib Bank AG Zurich can seek out growth opportunities through increased quality assets and by offering a wider range of products and services to esteemed customers. Habib Bank AG Zurich credit card is on its way to open up a world of opportunities with added value. With its acceptability in millions of
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Habib Bank AG Zurich establishments around the globe, Habib Bank AG Zurich credit cards will not only ensure the Ability to pay for what the client wants, but will also gives added benefits. iv) Threats:The economic condition of Pakistan is deteriorating day by day. The financial Position of the masses in general is also adversely affected. This has hampered our already low level of savings. Thus fewer saving leads to lesser deposits or Investment. This is an alarming situation for the whole banking industry. In this day, keeping the cost of deposits is an up heal task faced by all the banks. The biggest threats are the nationalized banks which offer very attractive high rates of return to the clients because their cost of funds is low. Because of shortage of capital, no new investments are made. No new projects or Industry is being set up. That effects the lending operations. Habib Bank AG Zurich has competitors like Union Bank, Prime Bank & Askari Bank, which are expanding their operations. They are marketing their products and Services aggressively and increasing their branch network. Right now Askari bank is having more business & deposits than Habib Bank AG Zurich. Union bank & PICIC are targeting very effectively every segment of the society. These emerging banks may become competitors to Habib Bank AG Zurich. The service quality of foreign banks is way above the level of local banks. All these factors present a challenging situation to the bank. b) Conclusion & Recommendation :The purpose of any institution's existence is ultimately to get a profit the profit is the main theme of any business so I do understand that the share holders and board of directors are much more concerned about the profitability other than any other factor. As earlier mentioned apart from other tools of operation, we must enhance the sale of our products, sale of our services and the proper assessment for quality assets. I would like my marketing team possessing professional competency, skill and knowledge before dashing in to the market. They should be well aware about the policies of the bank. I would not fix a specific target of the sales but would be assured by them that they would involve themselves in the marketing activities with great sense of belonging The bank can only manage to increase its profitability until and unless every one participate professionally and vigilantly. I would emphasize on creation of quality assets, those would not only contribute to increase my profit but would also improve the balance sheet base. Banking is very long term investment so the R.P.S. is always countable and weight as the year passes. The conservative policy of the bank to work on low profile has unable to pay much attention towards marketing. In my observation some of the weaknesses of the marketing department are as under. i) Funds provided to the marketing department are not satisfactory, which is not the weakness of a department but might be a management's policy. ii) As I have mentioned earlier Habib Bank AG Zurich is not catering the needs of an ordinary consumer, their target customers are middleclass
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Habib Bank AG Zurich businessmen or SMEs (Small and Medium Enterprises). So they mostly depend on relationship marketing, which is done by branch managers. For that reason they do not advertise through mass media and are unknown to a vast majority of population. iii) The bank should hire the business development officers to boost the growth of depots and adopt some aggressive policy for deposit mobilization. iv) To attract the deposits and enhance the share of the bank's deposits in the market. They will have to advertise on electronic media. They must also enhance the advertising budget of the bank. They must advertise their term deposits profit rate on FM Radio, which is becoming popular. v) The bank should also target the agriculture sector, whose GDP is almost 70% of the total production, like Faysal Bank Ltd and Union Bank Ltd. vi) Launching of Islamic Banking by the Habib Bank AG Zurich should have been done on mass Medias. The product should have been launched simultaneously in all the major cities of Pakistan. vii) The bank should have a complaint cell in all the branches, which should be under the control of Area Managers. This complaint cell will be a barometer of a customer satisfaction.
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Habib Bank AG Zurich

Habib Bank AG Zurich

Hailey College of Banking and Finance, University of the Punjab

Human Resource Management

Habib Bank AG Zurich

Human Resource Management

Habib Bank AG Zurich

INTRODUCTION TO THE REPORT

Zeeshan Khalid (A05MBA033) Hailey College of Banking & Finance

Human Resource Management

Habib Bank AG Zurich

Mohamed Ali Habib

Human Resource Management

Human Resource Management

Habib Bank AG Zurich

Human Resource Management

Habib Bank AG Zurich

c) Silent Features Of AG Zurich i) E-Banking

Human Resource Management

iv) PDA Banking Services:Human Resource Management Page 10 of 48

Human Resource Management

Human Resource Management

Human Resource Management

Habib Bank AG Zurich

(Organizational Structure of AG Zurich)

Internal Auditor Budget and Finance Committee

Treasury Committee Human Resources Committee

Staff Training Academy

Human Resources Division

Systems and Operations Division

Central Credit Division

Finance & Accounts Division

Central Marketing Division

Human Resource Management

Habib Bank AG Zurich

a) Recruitment and Selection

Human Resource Management

Human Resource Management

Human Resource Management

ii) Practice IN HBAGZ

Human Resource Management

Human Resource Management

Habib Bank AG Zurich

b) Training and Development

Human Resource Management

c) Employee Services Safety, Health & Welfare

Human Resource Management

Habib Bank AG Zurich

Human Resource Management

ii) Practices of HB AGZurich:

Human Resource Management

Human Resource Management

Human Resource Management

Human Resource Management

ii) Practices of HB AGZurich:

Human Resource Management

Habib Bank AG Zurich

Human Resource Management

Human Resource Management

(8)Loan Policy:The Company guarantees loans for car and scooter/motorcycle.

Habib Bank AG Zurich

ii) Practices of HB AGZurich:

Human Resource Management