HR Policies of Bank ALfalahCORPORATE CULTURE Bank Alfalah aims to inculcate a nurturing and invigorating corporate culture based on providing a safe, healthy and supportive environment where staff members are valued, respected and able to realize their full potential. This culture is based on the following core values: CORE VALUES • • • • • • • • • Humility Extreme Customer Care/Focus Courtesy and Respect Honesty, Integrity and Trust Commitment and Hard work Creativity, Innovation and Quality Justice and Fairness to all Stake-Holders Open, Honest and Direct Communication Provider of growth and equal opportunity • • • • • • • • • • • • Bank Alfalah is considered to be a very sound bank in the financial circles. A bank, where the customers can safely keep their money as long as they want. I am pointing some of the major strengths of the bank. Bank is financially strong and has a huge deposit reserve Its cost of funds is less as compared to money of its competitors Highly professional human resource department Commitment of sponsors Efficiency Phenomenal growth Vastly experienced management Foreign trade is the focus of bank. it has become an ideal bank for the importers and exporters As for as Bank Alfalah Ltd is concerned, it is one of the top in all-domestic commercial banks in Pakistan. The rapid increase in branch network shows the Bank’s performance within seven years, which is worth considerable. This is the largest PCB (Privatized Commercial Bank) in terms of assets and equity base. It provides a full range of commercial banking services with a focus on short term & Long term lending. The investments further reinstate management approach towards risk-asset management whereby only quality investments are booked on the balance sheet. HR Policies of Bank ALfalah HUMAN RESOURCE DEVELOPMENT The constantly changing regulatory and operational environment requires up-to-date knowledge and skills of latest systems. Owing to this reason human resources development is on the management’s top priority agenda. The bank’s training and research wing which is manned by highly competent trainers and researchers is successfully catering to the training needs of the manpower. In 2000 the bank also started publishing a newsletter aimed at increasing interaction and exchange of views between staff for better coordination’s and communication. The employees are encouraged to contribute articles for this newsletter, which serves the dual purpose of staff development and evaluation of common corporate culture. RECRUITMENT, SELECTION AND PLACEMENT HR Policies of Bank ALfalah 1.1 Initiation of Staff Hiring All units/Branches of the Bank should systematically forecast their future staffing requirements for timely induction of competent high quality staff. Requirement of additional staff/ replacement should be intimated to HRD through Divisional Heads’/ Regional Managers’/ General Managers’/ Group Heads’ offices. All open positions are first posted internally by HRD at the request of branch/ dept. concerned on the Employee Portal for a minimum period of seven days. Incase vacant positions can not be filled in through internal resources then such vacancies will be filled in through external hiring as per Bank’s recruitment policy. Staff hiring may be done in batches, in small groups or individually. The management of the Bank may, at its discretion, employ expatriates. The Bank complies with the relevant provisions of the Emigration Ordinance/Law when hiring such employees. Hiring of Batches When a whole batch of fresh officers is hired, they are first trained at the Bank’s Training & Development Centre (TDC) and then posted to Branches/HO Divisions based on requirement. These batches will be hired under the following categories; 1.2.1- Management Trainee Officers (MTOs) 1.2.2- Operations Officers (OOs) 1.2.3- Cash Officers (COs) 1.2.4- SME Officers/ Credit Officers/ Lease Finance Officers (LFOs)/ Rural Finance Officers (RFOs) 1.2.5- Any other category of staff required by the Bank Before initiating hiring of batch officers, HRD informs all units of approximate timings of such hiring and enquires about their city-wise requirements before the hiring process starts. Hiring in Small Groups Hiring in small groups may be done according to planned phases of expansion of existing branches/units, or upon establishment of new branches/units, or for creating/replenishing staff pools maintained under the supervision of Area Managers/ Regional Managers/ Group Heads in major banking centers. 1.2 1.3 1.4 Individual Hiring Individual hiring is to be done from time to time when a branch or unit has a need to induct additional staff, or for replacement of outgoing staff. The Manager of the Branch/ Department where recruitment is to be made will first fill out the ‘Job Requisition Form’ and send to HRD. After minimum of 7 days of posting on portal, if suitable replacement within the Bank is not available, then external recruitment is allowed subject to HRE Factor ( for BB & SME Group) and other requirements being met and a genuine business need is established. Hiring Managers (in initial selection interviews) must not commit any salary range or other perks to perspective external candidates in their initial interviews. Both Salary and Range will be first agreed by HRD and then conveyed to the candidate after clearance by Interview Panel. Minimum Entry Requirements 1.5.1- Minimum entry requirement for employment in Bank Alfalah Ltd. in officer’s cadre is graduation from a recognized university of home country or abroad. However, condition of graduation may be waived by CEO to suit the requirements of the Bank, especially for cashiers, sales/ verification/ recovery staff of various Products/ Call Centre, However, such employees will be on Contractual Employment. Their services will be regularized after clearance of test and completion of graduation. 1.5 The employees of these departments will however have to appear for the test before their services are regularized. *BM/ Team Leaders should be interviewed by CEO/ Co-Chairman Executive Committees (any one) 1. as follows: 1.9.5.The schedule given below summarizes the assignment of hiring authority and responsibility :Interview Panel/ CEO HRD A R R ---A A A -- 1.1. at the time of interview are required to disclose their relationship (if any) with the existing employees in their application form. condition of written test can be waived for contractual employment. provided that they meet required eligibility criteria.For Product Departments’ Staff: By concerned Manager & Product Head/ Group Head/ Panel Members approved by HRD . Area/ Regional Managers.9 Selection Interview Selection interviews should be conducted and evidenced by duly filled interview sheets.For Branch Staff : By Branch Manager & Area Manager/ Regional Managers/ Panel Members approved by HRD 1. especially for Product Departments/ Cash Officers/ Call Centre staff etc. Those obtaining 50 % or above points (allowing for two grace marks) will go to the next step in the hiring process.9. Divisional Heads.6 1. Range VII and above require subsequent ratification from Board’s Advisory Committee.2.7.2.2. However.1.8 1. All candidates.HR Policies of Bank ALfalah 1.9. Selection Responsibility and Authority 1. II & III must undergo a selection test arranged by HRD.Persons deputed by “External Service Providers” must possess matriculation or higher degree. no conflict of interest is likely to arise and prior approval is obtained from GM HRD. Selection Test All regular and contractual candidates for Range I.For Branch Manager & Area Office Staff: By concerned Area Manager/ Regional Manager/ Group Head/ Panel Members approved by HRD.All appointments of Branch managers.3.7 Regular/Contractu Dept.7. AM/ RM al Head/ BM Officer I – III Officer IV – VI Officers VII – VIII Officers IX Outsourced Services R R --R R R --R Recommend ed Approved HRD GM/ GH/GM Heads HRD R R R -A -R R -Overse e Test ---R R A 1. Recruitment of Close Relatives BAL does not prohibit employment of close or blood relatives of current employees. Candidate once appointed should not be placed in the same Branch/Unit in which his/ her close/blood relative is already working. 1. However. condition of matriculation may be waived by HRD to suit the requirements of the Bank. 1. is to be subject to a probationary period. In case of renewal of contract for further one year concerned officer will be eligible for salary increase (if recommended by the concerned GH/ GM/ Div Head) based on his/her performance rating.2.As a standard practice.9. services of an employee are transferable anywhere in the country or overseas branches to suit the requirements of the Bank. Feedback from his/her last employer (especially incase of Financial Institutions) will also be obtained with regards to his/her honesty.15 Placement of New Entrants As far as possible. the Head of concerned Branch/Unit should fill a “Contract Renewal Form” and forward the same to HRD through concerned Group Head/ GM/ Divisional Head.13. attempt is to be made to select candidates belonging to the area where they need to be posted. 1. Panel members will be approved by the CEO. as elaborated below: Surety amount * Bond 10 Category 1.4.16. Length of this period is to be determined as follows : For those with less than five years of prior relevant experience : Six Months For those with prior relevant experience of 5 years and above : Three Months Confirmation letters will be issued by HRD on recommendation of concerned Branch Managers and AM/ GM/ RM/ GH. service of new entrants to Bank Alfalah Ltd.13 Probationary Period & Confirmation of Services 5. 1.14. 5. 1.16 Minimum Service Agreement for three years from new employees (who have less than one year’s prior banking experience) All new joiners of the following categories are required to sign the Bond for Minimum Service Agreement of three years service. in terms of the Bank’s service contract. concerned Product Department Head may recommend confirmation cases.11 Issue of Offer/Appointment Letters Offer / Appointment letters will be issued by HRD to be jointly signed by authorized signatories i.000/- . However. 1. Recruitment Manager/ DGM/ GM HR as the case may be. in order to minimize disturbance and dislocation to newly recruited employees. 300. Renewal of Contract for above 60 years of age staff will be approved by CEO.14 Renewal of Contract 5. For Product Department Staff.14.1.1.For Head Office Division Staff: By concerned Manager & General Manager/ Group Head/ Panel Members approved by HRD.Officers hired on retainership contract will be relieved from the services of the Bank unless the contract is renewed.e. integrity and performance before confirmation of services.HR Policies of Bank ALfalah 1. 1. MTO Batch Officer 1 Minimum Service Three years Rs.Before the end of the contract period.12 Verification of Antecedents HR will arrange verification of references provided by the officers and their highest educational degree/certificate from the concerned university/board. Panel Interviews: All candidates will be interviewed by panels of senior officers at Karachi and Lahore. 000/- 1. 2. 100. this training plan will be more reflective of actual training needs of our staff.17 Re-Hiring Policy Those staff who had worked with BAL can be considered for re-employment subject to following: • • • • • • • He/ She was not involved in any disciplinary action Performance Rating was never below “Good” No adverse comments/ records available on his/ her personal file Salary will be fixed based on current assignment and responsibility Salary of re-hired person should be in line with other officers of his/ her seniority level Verification of antecedents from previous employer After clearance of Panel interview and approval from GM HRD TRAINING 2. Branches. 1. Cash/ Operations/ SME/ 2 Officers/ all other batches Agri Batch Three years Rs.1. The proposed TNA exercise will be launched as soon as it is fine-tuned and after taking all the stake-holders into confidence.1. The plan would list all workshops. Area Offices and Head Office Divisions/Departments are to send their nominations . as well as to reinforce a passion for the highest quality of customer service at all levels. After conducting the TNA. Minimum Training For All It is obligatory for each employee of the Bank to attend at least two days of training in a calendar year.16. Annual Training Plan An Annual Training Plan shall be circulated on quarterly basis for both Training and Development Centres. For this purpose a systematic approach for conducting TNA on scientific basis is being developed by a sub-committee of Learning Council comprising of members from TDC and HRD. keeping in view the requirements of various departments of the Bank currently identified through the annual appraisal form and feedback from Audit Division. All new employees with less than one 3 year’s banking experience Three years Rs.1.1 In-Service Training & DEVELOPMENT 2. Training Need The objectives of training activities are to keep BAL employees abreast of latest professional knowledge and skills in all areas of banking.000/- *1/3rd of the amount of surety will be reduced for every completed year of service.HR Policies of Bank ALfalah 1.1.2.3.16. 200. 2. courses & seminars to be offered during the quarter. TDC Lahore (for other Northern Areas) Mostly in-house faculty.TDC Karachi (for branches in Southern Areas and Area Multan) .3 Branch Two-day orientation session Office 2. Furthermore. training courses will be organized in small batches. Employees are encouraged to take initiative and get them nominated through their supervising officers for training courses relevant to their needs. as well as a number of other unique focus areas. For Branch Officers For Branch Dept. Training plan for new joiners Category 2. Heads For Managers For Head Staff Total Duration Five days (Two days of orientation training. the purpose of this training program is to emphasize on customer service. 2. to make them well conversant with Bank’s operating procedures. Branch Managers’ Mandatory Training 5 . rules. New Joiners’ Training All newly inducted staff members are provided systematic training in groups at Bank’s Training & Development Centers at Karachi or Lahore. courtesy and manner. concerned Area Manager and one or two available Group Heads/ GMs will be invited for discussions/ presentations. the Bank recruits batches of fresh graduates under various schemes through a competitive process and offers them comprehensive training. followed by two days of technical training) 2.3 Batch Training Program As per the requirements. 2.2.2 2. External Training 4 In order to augment in-house training efforts. training will be Program Structure imparted through individual instruction and systematic and guided study of operational manuals (followed by quizzes). Detailed contents are handed over to candidates upon their arrival at the TDC. Alternatively. history and culture before they commence their job with the Bank.1.2 2. followed by three days of technical training) Four days (Two days of orientation training. plus some field specialists.2. whenever deemed necessary. by nominating Bank Alfalah’s employees to external courses. The batch trainees will be also required to go through on-job training by way of structured rotation programs at the end of every module. external training providers will be utilized on a periodic basis.HR Policies of Bank ALfalah for training courses in advance (as prescribed by the concerned Training & Development Centre). Faculty Course Contents 2.2. For Branch Managers’ orientation session.2. external training consultants may be invited to conduct training programs exclusively for BAL employees.4. In some cases. Two-day orientation session First and third Mondays of every month.. Venue . Since this .e. Operations. management.p. Basic Plans and Time Schedule for Branch Managers’ Training Module Total Duration Participants Four weeks (broken in four one-week modules) Managers of all branches Four one-week modules evenly spread over the year (one in each quarter). 10.000/.000/. field specialists. personal effectiveness and IT etc. Program Structure These modules will be run twice every quarter to cover the entire Branch Manager Population (including IBD Branches) . The period of secondment allowance should not exceed more than three years. branches are advised to ensure that all salary amendments must reach HRD latest by 20th of every month as per. if the said staff wants to continue in the same position.000/. Credits & other management/ soft skill areas depending on the nature of batch. Such training is usually divided into four one-week modules in each quarter. Salary & allowances of each employee is a confidential matter. Training Allowance for Training Faculty Members 6 • In order to induce BAL employees to contribute in the important venture of Training and Development on core banking modules i.Training for participants from Northern Areas will be conducted at some external location at Lahore due to inadequacy of space and other constraints at TDC Lahore Premises. 50. A Combination of in-house faculty.m. 40. the following Title Allowance may be allowed: o For Range IV – VI ------.and maximum of Rs.Rs. Their failure to do so may result in disciplinary proceedings against them.per month Compensation and Benefits 3. with the minimum of Rs.Rs.HR Policies of Bank ALfalah All Branch Managers are required to undergo one-month comprehensive training to equip themselves with upto date skills in areas of banking. Those officials.000/. will be provided secondment allowance equivalent to 20% of their gross salaries per month.TDC Karachi (for participants from Southern Areas and Area Multan) .per month • • • o For Range VII– VIII ------.2 Advance against Salary Employees in need of funds for an emergency may be allowed advance against salary for the current month to be adjusted in full on disbursement of salary. senior BAL Executives and external Trainers. customer service. who due to reasons of procedural expediency. existing staff selected for faculty position who are posted at field or Head Office. must treat such information as confidential. For Short period placement of any officer to TDC as faculty member.1 Introduction Staff monthly salary is to be disbursed before the end of each month usually on 26th/27th of the month. 3. 75. Venue Faculty 2. he/ she will not be entitled for Title allowance. After the period of three years. are in the knowledge of salary particulars of their colleagues. In order to disburse salary on time. Trade Finance. 500 3. including allowances and perks.2.500 8.200 4. Gross Range Basic I II III IV V VI VII VIII IX 3. 500 750 1.500 2.1.000 1.750 - Driver’s All.500 1.000 13.000 House 1.400 2. 1.000 16. 3. 3. All.200 3.000 2. no staff member may be allowed to make a habit for applying for such advance.000 6. Telep. All. 3. Moreover.000 26.400 8. Effect of Leave Without Pay on Salary Salary deduction on account of leave without pay will apply to the entire salary package of the concerned employee. Salary & Allowances for Officers & Executives (Minimum starting pay) 3.000 4. 3.5 Salary & Allowances for Non-Officers (Minimum starting pay) . Resid.000 25.000 Util. a staff member may avail this facility only twice during a calendar year under the following conditions :3.800 6.500 Gross 5.500 88. Furnit.500 Maint. Salary and allowances of officers and executives of the Bank is as follows: (All Amounts in PKR) Furnit. Telep.250 47. Range Basic House Util.750 9. As a matter of policy.4 . Driver’s All.3 .500 Conv. 350 550 800 1.2.600 2.000 7.000 33. In case of emergency.000 Resid.000 20.200 1.000 10.500 3. weekends and public holidays falling during this period will also be considered as part of leave without pay.000 20.1.250 1. If the staff member is proceeding on leave and next payday falls during vacation period.500 5.000 50. Maint. 4. Approval shall be obtained from the Departmental Head/ Branch Manager and forwarded to HRD.4.000 65.500 115.000 12.750 27.500 6.000 5.500 5.500 1.500 1.2.HR Policies of Bank ALfalah facility is only meant for emergencies. Conv.000 20.500 5. 000 500 Basic House Utilities Conveyanc Gross e 400 7. 3.550 * This Basic salary is inclusive of Cost of living allowance of Rs 300 as per the S.500 Typist / Technical Staff (Maintenance) Non-Clerical Peon / Tea / Office Boy Driver / Guard / NonTechnical Staff (Maintenance) / Sweeper / Cleaner 2.000 I II III IV V VI VII VIII IX 100** 150** 200** 250** 300** 500** No No No*** No*** No*** No*** No No No No No No No No No No No No **** Yes Yes 2. Salary Range Car fuel (**) Mobile News paper Magazine Phone Limit (****) (*****) (***) Club Membership ^ No No No No No No No No 2.000*** Yes 4.HR Policies of Bank ALfalah Cadre Supervisory Secretary / Protocol / 5.5.900 1.000*** Yes .000 Any supervisory Position Clerical Assistant / Cashier / 3.200 2. 1998.1 Reimbursement Limits (for Officers and Executives) (Amounts signify maximum limits payable on a reimbursement basis).000*** **** 3.O.000* 800 200 200 3.400 350 300 5.R. 606 (I)/98 dated June 6. may be authorized some fuel expense reimbursement. (The CEO may use his discretion to make exceptions to these rules). Accommodation At the discretion of the Bank’s Management. ( duly recommended by his / her supervising officer) to concerned Assistant Executive-In-Charge.000/. 3.000 4.HR Policies of Bank ALfalah ** Fuel in liters only in cases where Bank car has been provided to concerned officer. CEO may approve higher . HRD for obtaining necessary approval & record keeping.3.m. to be advised through HRD. whose job function necessitates extensive travel.p. One time approval of CEO should be obtained for joining fee & monthly subscription in each case. High performing staff members. transferred from their permanent locations to fulfill the Bank’s requirements.4. furnished or unfurnished accommodation upto reasonable rental value may be provided to senior officers. Area Managers/Executives-in-Charge Rs. HRD for obtaining necessary approval & record keeping. *** A small limit may be allowed on functional basis. **** Allowed only for Branch Managers and Senior Management at HO: One mass circulation & a business paper ^ Bank will provide club memberships of a local club to Executives-incharge and Area Managers/Country Heads with fixed monthly subscription fees. Other staff members when transferred out of city of the permanent residence to suit the Bank’s requirements. approval and record keeping.000 8. for managerial assignments.000/. Cases where monthly expenses of an officer exceed approve limits should be referred. Officers transferred to new location at their own request will not be entitled for this allowance) :(All amount in PKR per month) Salary Range Married Officers Unmarried Officers I – III 6.m. may be entitled to the following additional allowance (this needs prior approval from HRD before transfer is implemented). Based on functional requirement.p. cellular phone limit for following will be as under :Ø Ø Branch Managers Rs.000 VII 10. indicating reason. Cases where monthly expenses of an officer exceed approve limits should be referred.6 . ( duly recommended by his / her supervising officer) to concerned Assistant Executive-In-Charge. indicating reason.000 IV – VI 8. All such cases should be forwarded to HRD by concerned branch (duly recommended by Area Manager/Unit Head) for processing.000 (In specific circumstances.000 6. All those who have already availed furniture facility may avail furniture loan up to the extent of outstanding Written Down Value (WDV) to liquidate the present outstanding balance. effective from January 01. No relaxation of installments will be given even during the salary of Eid months. 3. Those who are not interested to avail Furniture Finance may adjust outstanding balance from their own resources to avail furniture allowance. iii.2 Introduction of Staff Furniture Loan Instead of furniture facility. Furniture Loan Application on prescribed format.HR Policies of Bank ALfalah limits) 3.1 Abolition of Existing Furniture Facility The existing furniture facility is being abolished.660 Mark-up will be charged @ 9% on reducing balance method. 1st January.7.7 Furniture Facility 3.500 3. 3.7.7. All confirmed regular employees working in Salary Range IV & above and have completed two years continuous service with BAL will be entitled to avail the facility as per following details: Range IV – VI VII VIII IX Limit 150. All those staff members who have availed furniture facility as per previous policy and still have some outstanding amount shall have following: i.500 IX 9.4 Policy options for those staff who have already availed furniture facility. Range Allowance IV – VI 2.000 500.7.370 7.000 350. however. 2007. no furniture allowance will be paid to them till the value of furniture presently in their use become zero after charging depreciation as per rules. 3. 2007. They may continue to avail such facility.000 250. the Furniture Finance Policy has been introduced which will be effective from January 01. ii.500 VIII 6.7.000 Installment 2.3 Repayment of Finance The finance will be recovered in 90 monthly equal installments (Principal + Mark-up) accrued there upon.7.f.830 5. Mark-up 3. .6 Documents to be obtained from the eligible staff: i.300 3. The recovery of said loan will be through monthly installments as mentioned above. 2007 as per following details.e. (Copy of repayment schedule is attached).5 Furniture Allowance All those who have not availed furniture facility will draw furniture allowance w.750 VII 4. As such no facility will henceforth be allowed. 2.11. 3. 3.HR Policies of Bank ALfalah ii.11.500/per month subject to maintenance of their own mobile phone set. Agriculture Finance.8 .000 15. Details of furniture to be purchased.000 3. will be eligible for reimbursement of upto maximum Rs. Human Resources Division Refer Circulars: 1) OPRN-007/HRD/DAN-54/2007 dated 16-01-2007 2) OPRN-023/HRD/MI0207/2007 dated 02-02-2007 3. or on being promoted to such salary range. Home Loans. Mobile Phone Facility Those who are below salary range VII but due to their functional requirement need mobile phone facility.1 1 Bank Car Facility 3. Credit Marketing. This facility will be available based on recommendations from AM/EI and approval from EI HRD.1. officers posted in business units such as Car Finance. Area Managers and Executives-in-Charge may be paid Title Allowance till such time they hold these positions.11.1. vi. to be used by them for office-cum personal use.3. iv. Asst. 3. to 200 ltrs. Objective The objective of the Bank car facility is to provide Bank’s maintained transport facility to the Bank’s senior officers. BDO.000 2. Credit Cards.000 20. v. Executives-in-Charge. Promissory Note (For Individuals) Mark up Agreement (IB-6C) Letter of Installment Letter of Disbursement Letter of Hypothecation of Movables 3.7. vii. (based on their functional requirements if recommended by concerned Heads of Division / Departments). 3. Product Heads. Officer Position Executives-in-charge Area Managers Product Heads Assistant Executives-incharge Branch Managers Chief Cashiers Tellers/Cash Officers Allowance in PKR per month 35.1 0 Title Allowance Branch Managers. Fuel Allowance At the discretion of the management. are allowed payment of Fuel Allowance ranging between 50 ltrs.7 Approving Authority Assistant Executive-In-Charge. Eligibility Bank cars will be provided to Executives in range VII & above upon joining the Bank’s service.9 .000 3.000 25. Entitlement Types of cars and fuel entitlement for various salary ranges are .000 10. iii. 1 Profit Bonus/Special Cash Prize/Ex-Gratia Profit Bonus will be paid to the employees as and when declared by the Bank’s Management. All permanent confirmed employees are eligible for membership of Bank Alfalah Ltd. as detailed below: Stage of Diploma I II III IBP 1st Attempt 50.) based on their functional requirement.1.) plus fuel upto 200 liters per month to officers in salary range VI. it has been decided to award cash prizes to those employees who pass the said exams.1 Reimbursement of professional courses’ fee 5 Bank Alfalah encourages its officers and staff to enhance their professional competence to meet the growing challenges of the financial industry. 3.5.000 50.4.11.c. Area Managers may also avail additional 100 liters fuel in addition to their fuel entitlement mentioned in above (upto maximum 500 liters).33% of monthly basic salary) towards the Provident Fund Scheme and an equivalent amount will be contributed by the Bank. Repair & Maintenance Maintenance costs of Bank cars allotted to the Executives/Officers will be borne by the Bank.000 2nd Attempt 30. Second car for Executives-in-Charges and Area Managers Executives-in-Charges and Area Managers will be eligible to have second car (1300 c. 3 3. 2 3. Special cash awards/Ex-gratia/Bonuses may be paid based on outstanding performance with the approval of CEO.HR Policies of Bank ALfalah detailed below: Salary Range Type of Car Fuel Limit (In liters) 250 or300 500 Bank Maintained Yes Yes Yes VII VIII IX 1300 CC 1300 CC GL Equivalent 1500 CC / 1300 CC Management of the Bank may allow Bank car facility (1000 c.c.000 75.2.1 Provident Fund (PF) 3.13.000 100.13.11.000 Attempt 4 3.000 25. Membership of PF Scheme will be automatically cancelled on the last working day of the notice period.000 75. the syllabus of which has recently been upgraded and expanded to include additional subjects important for professional bankers. An employee will contribute an amount equivalent to one month’s basic salary in a year (8. 3.000 3rd Onwards 10. PF deduction will continue to be made from monthly salary even if an employee has resigned and is working during the notice period. Employee Provident Fund Scheme. 3. based on their functional requirements if recommended by Executives-in-Charge/Area Manager. 3. Towards that end. Part of the cost of registration/admission/exam fees will be reimbursed to those employees who . as a matter of policy encourages its employees to appear for the IBP Diploma Exams.000 15.1 Cash Award on Passing Institute of Bankers Diploma Exams Bank Alfalah. based on guidelines provided in the respective bonus circular. Spouse and Children We are pleased to advise that Group hospitalization insurance policy has this time been renewed from 1st January. It is further emphasized that only those eligible employees who have sent the requisite “Family Information Form” complete in all respect are covered under this policy. Previo Revis Previo Revis Normal(Pr Normal(R Caesarean(Prev.000 800 1.800 Privat 30. 2008 through M/s Alfalah Insurance Co.) ) Rs. Rs.Married daughters.) ev.000 Offic 0 00 ers E Following will not be covered under bank’s hospitalization policy: . to apply some or all of the benefits of any of these policies to staff engaged on contractual basis.600 10. The Bank’s Management may decide. Rs. 2008 till 31st December. .000 22.00 400.000 BII 0 0 IV-VI 300.00 175.Working spouse if availing medical facility from any other source.Dependent parents not residing with the employee or are gainfully employed. .Male children above 25 years of age. Rev.00 225.000 15.00 125.000 7. All other contractual employees below 60 years of age are covered for “SELF” only.000 40.000 1. all payments made in respect of above will have to be refunded to the bank by the said employee.0 50.000 30. Rs.000 45.000 30.Male children below 25 years but married or engaged in a gainful employment. Benefits currently available are briefly introduced below: 3.000 10.000 BI 0 0 e Room VII 400.000 C 0 00 I-III 200.000 2.800 15.500 20.00 150.1.0 100.150 2. Various features relating to these policies are subject to amendment from time to time.000 25.) BOARD Cat. 3.HR Policies of Bank ALfalah undertake and successfully complete higher degrees and professional courses related to banking and finance (from recognized institutions) to improve their competence and qualifications. Detailed policy guidelines are available in HRD record.000 15.000 2. at its discretion.00 500. at its own expense.000 30. Rang SELF PAREN ROOM &MATERNITY e/ TS(Rs.500 30. Caesarean( us ed us ed ev. Ltd.00 400.700 Privat 20.000 D 0 00 Non 150. M/s Alfalah Insurance will be providing Insurance cards to all our staff members which will be required to be presented in original to the concerned hospital authorities in order to avail hospitalization benefits from panel hospitals.000 60.000 1.500 15. . In case an employee resign within one year of last payment received. Details of this facility are available with HRD.000 4.000 30.00 125.000 1.300 1.00 325. The original letter / card 6 .000 10.0 75. Rs. Please also note that Family / Dependents of all regular employees and contractual employees above 60 years of age are covered.000 A 0 0 e Room VIII 400. Hospitalization Insurance Coverage for Employees and their dependent Parents.1 Staff Insurance The Bank has arranged the following types of insurance for its full time staff.000 45. Details of benefits in various salary ranges are given below.16.) Rs.000 20. . IX 500.000 45. 4.000 1.4.O. spouses and children suffering from serious illness (see list below) will be entitled for reimbursements of cost of medicines.Helpline Alfalah Insurance 0321. In addition to life coverage.000.000. Coverage: .3. Group Mortgage Insurance Coverage For Conveyance Finance (for Clerical and Non-Clerical Staff Only) Lives of Clerical and Non-Clerical Staff members are covered upto the outstanding Conveyance Finance liability with the Bank which would be taken over by the Insurance Company and no liability will be borne by the family of the deceased. 3.2.1.Mr.Dr. 3. The insurance policy is subject to conditions and exclusions provided by the insurance company details of which shall be maintained by the Human Resources Division.000 1. 3. .HR Policies of Bank ALfalah must therefore be kept with care during the entire period of hospitalization coverage. Syed Rehan Jalal (Alfalah Insurance Karachi office) 0321. Any clarifications on contents of this circular may please be directed to under signed at HRD. 3. Categoryy A B C D E Range IX & above VII – VIII IV – VI I – III Non-officers Sum Assured in PKR 5.3. In case of disability.2007736 . Group Mortgage Insurance Coverage Lives of Employees of the Bank are covered upto the outstanding balance of House Finance liability (in the name of concerned employee or spouse) with the Bank would be taken over by the Insurance Company and no liability will be borne by the family of the deceased (subject to completion of certain formalities required by the insurance company). H.4041555 .000 3. in case of any medical emergency any of the following may be contacted: . Meanwhile. upto the age of 65 years.16.500. Mubashir Iqbal (BAL HRD H.Mr.000.16. Syed Fariduddin Hyder (BAL HRD H.16. their parents.2.O Karachi) 0300 -2834938 Refer Circular: 1) HRD/R2008/MI Dated December 31. 2414030 Ext – 2236).4.16.4. lab tests and consultation fee subject to the following. who are on Bank’s payroll (whether in regular or contractual employment). benefit will be paid according to percentage of disability as per schedule provided by the insurance company.O Karachi) 0300.5.16. 2007.000 3.Death due to any cause Disability due to sickness and accident as per schedule of disability 3. Follow-up Treatment In addition to the above.16.16.Dr.000. Fawad Sarwar (Alfalah Insurance Lahore office) 0321.4227676 .7031393 . Karachi (Tel: 021-2461314.000 2. Life Insurance Coverage All employees of the Bank. the Bank will has also obtained coverage for permanent disability due to accident and sickness upto the age of 60 years. will be covered under the Group Life Insurance arranged through insurance company as per following details. 3. regular employees. gratuity will be payable equivalent to one month’s basic salary (last drawn) for each completed year of service.1 Uniform for Non-Clerical & Maintenance Staff All Non-clerical and Maintenance staff are provided uniform as per following details :Season Summer Winter Clothing Item Pairs of socks Pairs of shoes Two safari suits Two One One suit (jacket & trousers) with twoFour One shirts 7 3. .2.1 End Service Benefits BAL employees are 8 entitled Fund to the + following Bank) end of service benefits: income.5.HR Policies of Bank ALfalah 3. 3. List of Diseases Eligible for Follow-up Treatment § Cardiovascular § Multiple § disorders Scleroses § § Strokes Cancer § § Hepatitis B & C Major burns Tuberculosis 3.1. a special arrangement has been made with the insurers whereby they will arrange for annual medical checkup of all officers in salary ranges VII and above. doctor’s prescriptions etc. Arrangements have also been made to get medical checkup done for certain job applicants if so decided by HRD. no gratuity will be payable. Provident (Own plus investment 3.16. 3.5. Medical Checkup In addition to hospitalization cover. Further. for the period of overseas posting with Bank Alfalah Limited any local law governing gratuity will be applicable and if he/she is posted back in Pakistan the period of overseas posting with Bank Alfalah Limited shall be excluded provided gratuity is paid according to the local laws of overseas posting. If the treatment expenses for one month are equivalent to 10% or more of the monthly Basic Salary of the concerned employee.16.6.1. If the treatment is likely to continue for a minimum period of six months or more. • Period of any overseas posting other than with Bank Alfalalh Limited will be excluded from the total service for calculation and payment of gratuity. These claims will be lodged to HRD on Follow-up Expenses Claim Form as per along with medical bills. • If period of service is 05 years and above.18.18. 3.2 Gratuity payment:• If period of service is less than 05 years.16. to be credited on pro rata basis to each employee’s leave account on 1st 3. submitting required statements to the income tax department. Availment The employees must avail at least 15 days’ continuous leave from the available privilege leave balance during a calendar year. except for deduction of taxes at source. New Joiners PL balance of those joining during the year will be calculated on a pro rata basis.1.4.20. to be credited on pro rata basis to each employee’s leave account on 1st January of each year. and providing a salary and tax certificate for the tax year to the concerned employees. 3. 3. and a copy forwarded to HRD for record.1 Income Tax Liability Employees are personally responsible for preparation and submission of their personal income tax and any other personal taxation returns and reports. Authorization All PL should be availed after obtaining approval from the sanctioning authority.2.1. Casual Leave (CL) 3. Entitlement 10 days in a calendar year.HR Policies of Bank ALfalah • Unpaid study leave or long leave without pay will not be considered for payment of Gratuity or any other benefit.1 Privilege Leave (PL) 3.20.2. depositing the same with the concerned authorities.3. and for the payment of taxes. Entitlement 30 days with full pay in a calendar year. This entitlement is spread over a few categories of leave.2 .3 Encashment of un-availed Privilege Leave (only in case of death / termination / Voluntary Severance Scheme) 3. The Bank undertakes no responsibility or liability in this respect. 3.20.4 The employee or his/her family may retain Bank’s car (if provided) on book value or 10% of the original purchase price whichever is higher (only in case of death or retirement) provided the employee has spent atleast four years service with the bank.1. a leave roster for the entire staff strength of each unit must be drawn. on completion of one year’s service with the Bank are entitled to certain number of days’ leave in a calendar year. as elaborated below: 3.20.1.18.20.18. no privilege leave will be allowed even if the leave shows credit balance. and of other statutory dues. 9 LEAVE RULES All employees of the Bank including contractual staff. During notice period if an employee has resigned. under the supervision of the Head of each unit. For this purpose. Maximum PL balance for any employee cannot exceed 60 days. 3.1.1.20. 3.20. Upon resumption of duty. a leave application form must be submitted to the sanctioning authority duly supported by medical certificate for approval of the sanctioning authority.2.5. Entitlement All married female employees subject to completion of four months service are entitled to maternity leave. Availment If requested by the employee and supported by a medical certificate.3. on full pay.1.e. maternity leave may be combined with balance of P/L or S/L due to the staff member.20. Maximum SL balance for any employee cannot exceed 16 days at any point of time.20. SL should be availed after obtaining approval from the sanctioning authority. 3. deduction will be made from the balance of Casual Leave. by the morning of intended leave. Sick Leave (SL) 3.4 Unpaid Study Leave / Leave Without Pay (LWP) Leave without pay for more than one month and unpaid study leave will be approved by HRD based on merit of each case.20.3. 3.20.2. an employee availing SL must inform his/her sanctioning authority as soon as possible of his/her intention of availing SL. upon return.HR Policies of Bank ALfalah January of each year. This certificate must be issued by a registered medical practitioner.5.2.20.20. of maximum 12 weeks i.20.20.4.3. to be credited to each employee’s leave account on 1st January of each year.3. may an employee be allowed CL up to three days at one time.20. Entitlement Eight days in a calendar year.3.20.2. Leave application in such cases should be accompanied by a medical certificate from a registered medical practitioner 3.1. Sanction of Leave Authority for sanction of leave will be vested as per following (under advise to HRD):- 3.20. 3.3 . 3.20. For leave availment of two or more days. 3.3. or bereavement in immediate family. Any leave without Medical Certificate will be considered as C/ L or P/ L. Authorization All CL should be availed after obtaining approval from the sanctioning authority. 3. up to six weeks leave prior to delivery and at least six weeks after the baby is delivered. Authorization For medical situations. 3. 3.5.4.5. Only in cases of personal emergencies. However in case of emergency the concerned employee must inform the sanctioning authority by phone or fax (etc). deduction will be made from Privilege Leave balance. Disciplinary action may be taken against employees who frequently absent themselves from duty on the pretext of CL without even informing the sanctioning authority.4. In such cases.5 Maternity Leave (ML) 3.2. Outstanding balance of CL as of December 31 shall lapse as un-availed CL cannot be carried forward to next year.3. the concerned employee should submit a leave application form giving due explanation. will be calculated on a pro rata basis. Authorization Maternity leave should be availed after submitting leave application together with medical certificate / medical records and obtaining approval from the sanctioning authority. Availment In cases of emergencies.2. 3. 3. Availment CL should normally be for only one day at a time. Where a medical certificate is not submitted with the leave application for one day leave. New Joiners SL balance of those joining during the year.20.20. New Joiners CL balance of those joining during the year will be calculated on a pro rata basis. Detailed guidelines are available with HRD. Leave Record Proper leave records should be maintained for all employees at their respective establishments according to the prescribed format. 3.6. Optional Leave (Festival Leave ) Optional leave can be availed by the employees only if announced by the State Bank of Pakistan. 3.20. 3. Maintenance of leave records is done as follows: Maintenance of leave records is done as follows: Applicant Branch Staff Branch / Chief Manager Area/ Regional offices Record maintained at Concerned Branch Area Offices Area/ Regional Offices AM/ RM/ Div. At the end of each month the officer maintaining leave records must go through the attendance register to counter-check that all ‘absences’ or ‘leaves’ marked against various employees are supported by leave applications and other documents.2 1 Transfer Travel & Baggage Rules .7.5. Head/ GM/ HRD GH All Head Office Staff Consumer Finance HRD Consumer Finance Group All sanctioning authorities should forward approved leave applications and joining reports to concerned offices as listed above for record keeping purposes. Head/ GM/ GH Approving Authority Branch Manager Area Manager Area Manager/ Manager Regional Regional Manager/ Group Head Group Head Div.5.5.5.20.HR Policies of Bank ALfalah Applicant Branch Staff Branch Manager Area/ Regional Office Staff Area Managers Regional Managers Head Office Staff Div. the fact must be highlighted in the leave application form for specific approval of the sanctioning authority.Head/ GM/ GH CEO Application for Maternity Leave and Unpaid Study Leave/ Leave Without Pay must be processed for approval through HRD. Permission to Leave Station Where an employee proceeding on leave intends to travel outside his place of posting. . 3. as required.20. Exceptions and deviations Strict adherence to these guidelines should be ensured by Authorizing Officers.2.1. Prior to undertaking travel. prior approval from CEO will be required. 3.21. Employees contemplating official travel.3. should identify clear and specific objectives that the visit is expected to achieve.3. concerned officers must obtain written approval from Authorizing Officers on “Travel Authorization Form” and forward a copy of the same to the office(s) responsible for purchase of travel tickets and arranging hotel accommodation. 3. the employee initiating travel plans. Air Travel Designation Range IX & above Range VIII Others Class of Travel Domestic Business Class Business Class Economy Class International Business Class Economy Class Economy Class As far as possible the concerned officers should travel by direct routes and without any stopovers for personal reasons. In extra-ordinary circumstances.21. In case of doubt.4. a thorough evaluation of travel plans may be called for. This applies to all means of transport.21. exceptions may be allowed after obtaining approval from EI HRD. 3. Objectives of official travel Before official travel is contemplated and authorization obtained. and senior officers authorizing it.21. Expenses relating to accompanying family members will not be admissible except on permanent transfers. whether by air. Senior Officers traveling together As a precautionary measure. road or rail.HR Policies of Bank ALfalah 3.2. Eligibility. Mode of Travel Entitlement for travel by various modes of travel is as follows : 3.21.1. senior officers of the Bank should not travel together in groups of more than three people. should ensure that expected benefits from planned travel outweigh the costs related to such travel. Authorization & Other Conditions Stipulations of these rules relate to official travel on the Bank’s business and applies to the Bank’s employees only.1.1. 3. Authorization for official travel Authorization for official travel and related expenses may be granted (on ‘Travel Authorization Form’) by the following authorizing officers :For Area Managers / EI All employees working in their respective Branches and Area Offices Employees working in their Divisions / Departments Approving Authority CEO Area Managers EI Whenever an “Authorizing Officer” (other than CEO or EI Strategic Planning) wishes to arrange a meeting for which more than three participants need to undertake travel. 3.21.21.1.21. Hotel Accommodation .1.1. 3.2. 3. Daily Allowance Employees who do not wish to use hotel accommodation can claim a daily-allowance to cover cost of hotel accommodation. Daily Allowance rates are as follows: Staff Range Domestic (Amount in PKR) 3.3.21. Tickets Air tickets (or railway or coach tickets.000/= 1. They will avail hotel accommodation usually in hotels/guest houses pre-selected jointly by Audit Division and HRD. An employee who retires from the service of the Bank will be reimbursed admissible one-way traveling costs for self and family members plus cost of luggage transfer for his/her journey from last place of posting to his/her permanent place of residence in Pakistan as recorded in his/her personal file at HRD.1. they will only use the hotel for bed and breakfast facility (if included with room rate).1. However. tips.250/= 3.5 Audit Officers’ Cash Allowance During Audit Duty Special arrangements have been made for audit officers on audit duty. . as applicable) for the staff member. spouse and dependent children.7 Permanent Transfer (Inter City) 3.6.21.4. laundry.21. Range I – III IV – VI VII & above Amount in PKR per day 750/= 1.21.HR Policies of Bank ALfalah 3.21. laundry etc. Cost of local transport while on outstation duty may be claimed separately on the ‘Travel Expenses Claim Form’.500/= 1. telephone calls etc.000/= 1. dinner. The following per day cash allowance will be admissible to them in lieu of lunch.21.000/= 500/= 250/= International (Amount in USD) 100/= 75/= 60/= 50/= 25/= - IX VIII VII IV – VI I – III Clerical Staff Non-Clerical staff 3. food and refreshments.1.21.500/= 2. only the number of nights away from home base should be counted. For the purpose of calculating Daily Allowance.7.. Staff Range IX VIII VII IV – VI I – III Clerical Staff Non-Clerical staff Domestic 5 Star 4 Star 4 Star 3 Star 2 Star / Guest House Rs 500/= Rs 250/= International 4 Star 3 Star 3 Star 3 Star 2 Star - 3.6 Traveling on Retirement from Service 3.000/= 2. 2. Transportation personal effects Range VII & above Other officers Container Size 40 ft.000. Insurance value of personal effects The maximum value of an officer’s personal effects on which the Bank will pay the premium shall be as under :Range VII & above IV – VI I – III Non-officers Amount in PKR 2.000.3. 4. with a minimum payment of Rs.000/.21.4. Objectives of Performance Appraisal: • • Improving the performance of the Bank and its staff members Laying a solid foundation for relationships between staff and management . Introduction Bank Alfalah’s performance appraisal system is improved and upgraded from time to time in line with the Bank’s requirements. 3. as per the rules and provisions of the relevant statutes (if applicable) Performance Management PERFORMANCE APPRAISAL SYSTEM 4. 3.21. Social Security Contributions. If the transfer is affected at the request of officer. Units are also notified deadlines for goal setting.000 1. the Bank will pay 50% of monthly basic salary to an employee under transfer.7.21.HR Policies of Bank ALfalah 3.5.000 500. 3.2 2 Other regulatory requirements The HRD will ensure deductions of Employees’ Old Age Benefit Contributions.000 1.7. HRD keeps all units of the Bank informed of the PA system and procedure currently in use. no relocation allowance will be payable. as well as with industry practices.500. 20 ft.for officers (whichever is higher).for non-officers & Rs.000 The insurance of personal effects will be arranged by Establishment & Administration Division through approved insurance companies.2. etc.7. Relocation expense to meet extra-ordinary expenses caused by a permanent inter-city transfer. 10.1. 000/. Education Cess. periodic monitoring and final appraisals. assignment and career path Award of bonus(es) Provide a basis for Promotion to higher salary ranges and functional responsibilities. The Bank’s performance appraisal (PA) system is primarily based on goal setting in the beginning of a year. Promotion Interview . 4. performance bonuses may be awarded to deserving officers based on their performance rating. Some weightage is also given to evaluation of enabling personal skills and personality traits. Promotion to Higher Grades Promotion to higher grades depends upon the following three factors : • • Bank’s overall policy of promoting certain number of people in specified salary ranges to maintain a balance between number of employees in various ranges. • • • • 4. Requirements emanating from operating units for staff of higher seniority to suit their operational needs. Appraisal exercise is done only for those employees who have completed six months’ service with the Bank on 31st December and whose appraisal forms have been received from their respective offices within the specified time limit. which are to be completed and recorded as described below. This will be done in consultation with concerned Branch Manager/Area Manager/Executive-in-Charges To reward high performance during the period under review. With reference to salary levels prevalent in the Bank and in the marketplace.HR Policies of Bank ALfalah • • • • • Clarifying performance targets for all Using the process for career planning and professional development of staff Review of salary. salaries of certain key staff members may be adjusted during the appraisal exercise. monitoring by supervising officers on bi-annual basis and final evaluation. as listed in the Appraisal Form. based on their current assignment. is carried out once a year during the first quarter of every year.5.3.4. 4. Promotion Procedure The promotion procedure revolves around the following two activities. Role of Immediate Supervisor and Branch Manager / Unit Head Detailed guidelines are issued by HRD by the end of each year regarding Performance Appraisal of all employees for the year. 4. Salary Increments/Adjustments & Performance Bonus(es) • Review of salary and allowances. which is based on previous year’s performance. The extent of salary increases will depend on the system and formulae adopted by the Bank’s Management for the year in question. using standardized performance appraisal forms at the end of the year.6. The benefits of succession planning are. The next stages in the process are to select and then to prepare candidates from within the Bank Summary Benefits The primary benefit of succession planning is that a sequence of personnel actions is initiated so that one or more candidates are identified for each key position in advance of actual need. Planning Promotion interviews for Head Office staff will be conducted as follows For promotion to Ranges I. Executive-in-Charge (EI). Succession Planning Succession Planning is the process of systematically identifying all key positions within Bank Alfalah (especially those which are likely to fall vacant or to open up in the near future due to promotion.HR Policies of Bank ALfalah Interviews for promotions to specified positions in the branches will be conducted by one or more of the following officers of the Bank as elaborated below: Branch Manager (BM)/Chief Manager (CM). Area Manager (AM). • • • BAL would grow its own future managers rather than recruiting outside the organization. This prior identification permits opportunities for mentoring and developmental activities to improve their readiness to succeed to specific positions. Key Elements of the Succession Planning Policy BAL Succession plan to achieve its goals. while staff turnover will go down. Head of Dept. The learning curve for future managers to prepare for meeting challenges of higher responsibility will shorten. II & III Ranges IV. resignation or retirement). Commitment and loyalty among officers aspiring for higher positions will increase.7. For promotion to Ranges I. CEO CEO 2nd Interview Concerned EI Concerned EI ----3rd Interview --EI – HRD ----- 4. Morale and motivation will also be enhanced. II & III Ranges IV. the following key elements are to be incorporated in its design: • CEO and top management support . These managers will be fully conversant with the organizational culture prevailing at the Bank. V & VI Ranges VII & VIII 1st Interview BM / CM BM / CM AM 2nd Interview AM AM 3rd Interview EI – HRD CEO & / or EI – St. V & VI Ranges VII & VIII Range IX 1st Interview Head of Dept. experience and skills. Talent Pool A Talent Pool of bright and young employees. in consultation with Senior Management of the Bank. as well as those placed in the Talent Pool. Succession plans for senior management levels in Tiers A (Senior Management) and Tier B (Managers of Branches/ Units) will be overseen by HRD. and will be promoted to positions of higher responsibility on a fast track basis. including appraisals of performance and potential. getting successors nominated for Tier A and Tier B positions and to prepare a quarterly progress report to be presented in HRMC meetings . Training and Development Needs HRD and TDC Management. development and experience needs of candidates. HR Committee will monitor the progress of Training & Development Centers in providing focused training to both the groups: Nominated Successors and Officers in the Talent Pool. having received guidance and training towards this end from HRD. skills required for incumbents and gaps in management succession Time lines for filling succession gaps for organizational and individual needs Job profiling to identify critical competencies for effective performance in specific jobs A system for communication of the succession planning process to field management A system for identification. will draw Training & Development plans for all officers nominated as successors. The following step by step plan is suggested for the implementation BAL Succession Planning Program: • HRD to institute a system of identifying gaps. nomination and selection of successors. education. feedback and modification of such development plans • A review of transfer and placement needs at the point in time when those individuals are ready to advance Critical positions to be focused BAL Succession Plan is to focus on three tiers of management personnel in all units of the Bank.HR Policies of Bank ALfalah • • • • • • Integration with strategic business planning and projected changes in the organization Identification of critical management positions. including a system for monitoring. having post graduate degrees from reputable institutions and two years’ experience with BAL. Succession plans for Tier C positions (Departmental Heads at Branches & Section Heads at HO/ Product Units) will be drawn and managed by concerned management at Tiers A and B. salary history and personal career goals Determination of training. will be provided training and development. based on a review of the data on all potential candidates. other than an offense which. in managerial positions. Becomes of unsound mind. Grounds for Disciplinary Actions Where an employee: • • • • • • • • • • • Commits breach of rules and regulations of the employer or of discipline or. tends to bring the officer or the employer into disrepute. A review and audit process should identify supply and demand. does not affect his/her position as an employee of the Bank. vouchers. . Contravenes the provisions in respect of transferability of his services to any office of the Bank. securities. inefficiency. or. Knowingly does anything detrimental to the interests of the Bank. The competent authority. registers. training programs developed (or identified externally) and conducted for officers nominated as successors or placed in the Talent Pool. HRD is to periodically measure the success of the succession planning program and process. in the opinion of the Bank. account books. or. Becomes bankrupt or makes any arrangement or composition with his creditors. It will also have the authority to place staff members nominated as successors. as well as those in the Talent Pool. and verify what is working and what is not. Contravenes instructions/orders issued to him in connection with his official work. in the opinion of the employer.HR Policies of Bank ALfalah • The HR Management Committee will review progress of succession planning program during its quarterly meetings. writings. may impose on him/her one or more of the following penalties. The committee will have the authority and responsibility to make decisions regarding ratification/ nomination of BAL staff as successors. Is guilty of any other act of misconduct or insubordination. Training needs are to be identified. or. or. Is convicted of any criminal offense or found guilty of any act of moral turpitude. or. or. Displays negligence. or indolence. It should also track career paths of officers nominated as successors. drafts. in its sole discretion and without limitation. Staff placed in Talent Pool should also be available for assignment for vacant successor positions with in their existing Branches/ Units/ Areas or in other units throughout the network. A Talent Pool is to be established consisting of potential candidates for managerial positions. as well as nomination to the talent pool. which they may receive as employees of the Bank on behalf or on account of the Bank or of any member of the Bank. goods and chattels or other property. or. papers. • • • DISCIPLINE Accountability of Employee Employees shall faithfully and punctually account to the Bank or its authorized officials for all moneys. Commits any act which. or. as well as those in a talent pool. ) which has been in use/custody of an employee who is retiring. The Bank shall institutionalize mechanisms to safeguard against the risk of violation of accepted norms of conduct in the day to day interaction among staff members. Handling of serious grievances & harassment cases Bank Alfalah Limited attracts diversified staff from various corporate. by the employee. NO OTHER BEING DEAD CAN SAY THIS FOR ITSELF. resigning or is under discharge or dismissal. unless another date has been approved in writing by the Bank. must be handed over to a duly authorized representative of the Bank. an independent officer reporting to CEO. mobile phone etc. Bank’s property in custody of employee The Bank’s property (e. PERFECTION IS ONLY THE CLAIM OF LIVING OR HAS SOME ALLAH ALMIGHTY. motorcycle. car. house.g. geographical. the Bank has nominated an Organisational Ombudsperson titled Bank Alfalah Limited Mohtaseb (BALM). and between supervisory staff and their subordinates. on or before the employee’s last working day. In order to safeguard the rights of the employees at such risk. Termination of service. BANK ALFALAH ALSO SHORTCOMINGS THAT NEED TO BE MENTIONED : Bank Alfalah Limited Does Not Possess Foreign Network Most of the employees are overloaded with work Inefficient software Bank Smart No Advertising in Electronic media It is step behind in using new technology as compared to other banks Disproportionate presence management Hierarchy of Old Staff in the upper . ethnic and religious backgrounds. Dismissal from service which will involve permanent disqualification for future employment in Bank Alfalah Ltd.HR Policies of Bank ALfalah Penalties Consequential to Disciplinary Actions • • • • • • Reprimand Postponement or stoppage of increment or promotion Forfeiture of pay for any period of unauthorized absence from duty Recovery from pay of the whole or part of any pecuniary loss caused to Bank Alfalah Ltd. accommodation. SIMILARLY . PC/laptop. T system Foreign banks still are a little more prestigious There is uneven distribution of work and promotions are not very timely It is slow in the introduction of new services .HR Policies of Bank ALfalah Skill Set Of Employees Is Not Up to The mark as there is no job rotation Less efficient computer and I. HR Policies of Bank ALfalah . HR Policies of Bank ALfalah .