It involves tracking all the costs associated with employees of the banks. A more comprehensive human resource accounting system goes beyond the simple tracking of employee-related costs, and addresses the following two additional areas: a) Budgeting and b) Employee Evaluation.
|Total Number of Employees||1917||1960|
|Total Number of Branches||105||107|
|Employee per Branch||18||18|
|Deposit per Employee||102.86 million||104.35 million|
|Loans & Advances per Employee||94.22 million||99.81 million|
|Operating Profit per Employee||3.42 million||3.11 million|
|Salaries & Allowances per Employee||1.14 million||1.17 million|
|Salaries & Allowances as % of Operating Profit||33.28%||37.44%|
Employee engagement has emerged as a popular organizational concept in recent years. Employee engagement starts with an individual. From there, it can go out like a light or spread like wildfire. An engaged Employee is aware of business context, and works with Colleagues to improve performance within the job for the benefit of the organization. In 2019, we have arranged PohelaBoishakh Celebration, two EID celebration, Women’s Day Celebration, birthday celebrations of Employees to keep our Employees motivated and truly being a part of the bank. As part of the improvement we have also arranged an Intra-Bank Cricket Tournament, which turned out to be a signature program of our bank. High levels of engagement not only affect the performance level, it also promote retention of talent, foster customer loyalty and improve stakeholder value.
Code of Conduct
The Bank expects all its employees to act in accordance with the highest professional and ethical standards upholding the principles of integrity and compliance at all times. The Bank’s Code of Conduct lays down the values and principles and the standards of professional conduct and desired behavior from its employees. The Bank expectations around compliance are communicated to its employees through multiple channels.
Equal Opportunity and Sexual Harassment
The Bank is an equal opportunity employer and seeks to ensure that the workplace is free of any kind of harassment or inappropriate behavior. Comprehensive policies and procedures have been laid down to create an environment where there is respect and dignity in every engagement. Sexual harassment cases are handled as per the guidelines set under the Sexual Harassment Policy at Workplace.
Key Account Manager for Female Employees
We have a designated Key Account Manager in the Human Resources Division. The female Key Account Manager is the primary contact point for our all female colleagues for any advice related to their career development, harassment issues, or any kind of job related issues.
Health and Safety
In the area of health, wellbeing and safety, the Bank has a comprehensive benefits plans. Bank offers multiple health related options for employees including hospitalization benefit, extraordinary benefits from the Board of Directors in emergency and critical situations.
Apart of these benefits, we conduct fire safety drill on regular basis to aware our employees.
Businesses around the world proclaim their employees as being the most valuable resource of organization. Dhaka Bank also believes such notion. Broadly, a cluster of competences, diversity, engagement, values of employees, knowledge of employees considered as Human Capital in the banking industry. Human Capital has the potential to enhance overall productivity and efficiency, assist adherence to compliance requirements, ensure banks’ survival, achieve sustainable success and enhance business performance. Intangible assets such as human capital have the potential rather than other assets to achieve sustainable competitive advantage. Service sector organizations (like banks) are more highly contingent on Human Capital than manufacturing organizations. In banks the fuel and energy that drive the business come from people.
Human capital is possibly the most vital, yet overlooked, means of establishing competitive advantage for companies today. Traditionally, organizations put emphasize on the factors, such as products, process, technology, and other resources. But current market characterized by globalized market and intensification of competition, the rapidly changing technology do not provide sustainable competitive edge over competitors.
Regardless of how well executives may genuinely extol the necessity to attract, grow, motivate, and retain talent, our means of measuring the management of talent and, more importantly, empirically demonstrating its impact continue to lag behind.
The Bank’s strategic focus of growing risk calibrated core operating profit and market share is bolstered by re-calibrating the performance architecture. The individual performance indicators are aligned to the organization objective of serving the customer with the most relevant products and services. The Bank has always believed in the philosophy of ‘Building Talent’ and has created industry-academia partnerships focused on creating a future ready workforce.
Building human capital has become much emphasized in today’s world. To become successful in the banking industry, we will be increasingly dependent on intangible assets such as talent. As competition intensifies, the need to attract and retain the best skills and talents will become more urgent. Going forward, the availability of talents will become the pivotal factor determining the capacity for the industry to reinvent and transform. To align with this requirement, we have transformed our strategy and more focused on developing our resources, attract and retain the best talents from the market through better compensation package.
Developing our Talents
We are operating in a constant changing environment, to adapt with the changing scenario our focus is to continuously updating its workforce with various Training Programs in the concerned Fields. Training programs are held aligning the corporate vision, mission and fulfilling the expectations of the Top Management.
Training is a tool to equip the human resources with adequatejob knowledge and skill besides shaping their behavior andattitude. Training need is being assessed and accordingly all theemployees are imparted with training at both external Institutesand Bank’s training institute.
The Bank’s approach to training identifies the functional, mandatory and behavioral training needs for employees at different levels of career development and addresses these requirements in a systematic manner. Mandatory training has been aligned to specific and critical job roles.
The Bank has built a learning infrastructure that facilitates the learning process across all levels through a blended learning approach of classroom programs, external programs, certi?cation programs as well as e-learning options.
Our Development effort in last two years
|Total Participants||Total Hours||Total Participants||Total Hours|