Hrm Xyz Bank

Topics: Management, Human resource management, Organizational studies and human resource management Pages: 7 (1644 words) Published: August 24, 2013
HR-Related Negative Symptoms
* Inconsistency of salary structure
* Inconsistency of grading system
* Weak performance measures in non business tasked divisions * No appropriate impact on performance vs benefits
* Poor HR calibers
* HR is mainly serving Top Management
* HR not fully committed to their tasks (e.g. headcounts, leave) * Lack of punctuality policy implementation
* Lack of staff commitment (e.g. no response to emails, telephone calls) * Lack of transparent corporate communication
* Lack of clear conflict policy (e.g. challenges with direct lines) * Poor Training system (poor sessions, individual requirements) * Sudden and frequent changes in staff services system, pro-rata * Additional un-announced benefits to Senior Management, in time of crises * Poor Staffing

* Lack of clear development path especially with Non-performing * Lack of any detention measures to staff members in general and especially general services team. * In-accurate Job Analysis

Root Cause Analysis of HR Symptoms

Inconsistency of salary structure
Staffing has not been carried out properly;
No clear salary hierarchy;

Inconsistency of grading system
Only functional division had the upper hand in the staffing process, which again was not carried out properly

Weak performance measures in non business tasked divisions Divisions were created without proper job analysis;
No clear KPIs for each individual division.

No appropriate impact on performance vs benefits
Staff members are used to receive equal services (wrongly called benefits) , thus linking special compensation to performance creates havoc at the population, since Management doesn’t take enough measures in educating people and guiding their paths.

Poor HR calibers
Old system of internally transferring non performers of other divisions to HR Poor staffing process
Personnel and HR were not differentiated
Turn around time of staffing process is way beyond the agreed upon benchmark of one month. Existing teams are neither pleasant nor service oriented

HR is mainly serving Top Management
Misuse of Top Management to their position power, thus enforcing unqualified personnel in taking over un-suitable jobs

HR not fully committed to their tasks (e.g. headcounts, leave) No proper filing on personnel history
Poor HR calibers

Lack of punctuality policy implementation
Manual punctuality system, dully dependant on the reporting of Line Managers; Poor follow up from HR division on non-punctual team members; Top Management leave forms were ignored, and not strictly required.

Lack of staff commitment (e.g. no response to emails, telephone calls) No transparency for objectives, procedures and policies
Frequent changes of management, policies and objectives with the absence of Change champions Poor Retention plans, which were only directed to Top Management Corruption of certain managers who choose to neglect achievements carried by their team members; ينسبوها لنفسهم Negative recognition of performing employees result in creating unsatisfied needs, which in turn results in dysfunctional tension, stopping employees from doing their expected efforts. High turn-over

Lack of transparent corporate communication
The organization, in its trial to kick off, imported different cultures; diversity was not properly managed thus created isolated islands of teams. Top Management sudden changes without proper announcement to the entire population

Lack of clear conflict policy (e.g. challenges with direct lines) Fear of mangers and old treatment of managers as gods, they can not be wronged Old vision of HR are only serving Top Management

Poor Training system (poor sessions, individual requirements) The exact individual requirements are not properly examined during Assessment/Appraisals, therefore employees are generally put into global sessions rather than individual needs; No...
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