SilkBank – Performance Management System

Owais AhmedMaliha SamiUmair UsmanFaizan Ahmed

Introduction

The banking system in Pakistan has a very good network comprising of a State Bank.

One of the worlds’ strongest banking system, stand from the recent world crisis

The Central Bank has strengthened its capacity by acquiring • new skills, adopting technology and re-

engineering business processes.

About SilkBank

Silkbank Ltd. came into existence on June 1st, 2009, the acquisition of former Saudi Pak Commercial Bank

The bank main segment is SME and consumer financing.

Management - Silkbank

Mr. Azmat Tarin President & CEO Mr. Muhammad Ahmed Mannan Executive Director Mr. Goharulayn Afzal Group Head HR, IT, Ops, CSQ, Marketing &

Admin Mr. Jamil A. Khan Group Head Compliance, Legal & Internal Control Mr. Jawad Majid Khan Group Head Islamic Banking Mr. Kasim Feroze Khan Group Head Assets Management and Islamic

Banking Mr. Muhammad Saqib Pal Chief Risk Officer Mr. Syed Azfar Naqvi Chief Financial Officer Mr. Talha Saeed Group Head Retail Banking Ms. Romana P. Khokhar Group Head Human Resources Mr. Aman Kotak Head Customer Satisfaction & Quality Mr. Wajih Zaidi Head Internal Audit Mr. MansoorMukhtar Head SME Relationship Mr. Ali Kashif Rizvi Head Treasury

Management - Silkbank

Mr. Farooq Nasim Butt Head Corporate Banking Mr. Javed Yousuf Edhi Head Information Technology & Operations Mr. Junaed Rayaz Chaudhry Head Consumer Risk Mr. Kamran Bashir Head Special Assets Management Mr. Nadeem Qureshi Head Internal Control Division Mr. Naiyar Manzoor Saifi Head Marketing and Public Relations Mr. Shahram Raza Bakhtiari Head Consumer Assets Mr. Shuja Ahmed Alvi Head Investment Banking Mr. Syed Salman Hasan Business Head Cards Mr. Uzman Naveed Chaudhary Head Investor Relations & Legal

Affairs Mr. Mureed Hussain Head Administration & Premises Mr. Imran Aslam Head Branch Banking

Hierarchy of Silkbank

Human Resource – Silkbank

HR department at silk bank uses:• Prearrangement and planned approach• Effective employees’ performance• To establish an open and flexible

management style• To motivate, develop and manage staff

Human Resource – Silkbank

Silkbank HR helps the other departments to develop their values,

values that supports their mission and objectives.

Linking functions such as performance management and training to departmental aims and values.

Values

Silkbank prides itself in being a conscientious and responsible corporate citizen with a commitment to the development of Pakistan.

Employees are encouraged to make efforts towards:• the development of healthcare,• education and,• constructive character building sports activities

in the underdeveloped segments of Pakistan.

Strategic Role of HR at Silkbank:

They have developed and promoted policies,

that made standards and good practices in employees.

They implement these policies through:• discussions, explanations, guidelines,

regulations and circulars.

Central Functions of HR at Silkbank:

Communicates overall human resource policies. Advises departments on the implementation of

policies. Formulates pay and conditions of service,

benefits and allowances. Deals with changes to the structures of ranks. Deals with appointment, promotion and discipline

related procedure, complaints and benefits.

The key components of HR are:

Manpower planning Recruitment Performance management Training & development

Performance Management System - Silkbank

Method• Force distribution method• Competitive environment• Bottom employees set on probation

Rating criteria - percentage base• Market survey, market value in terms of

remunerations• Fixed percentage grading system • Place employee in predetermine incentive bracket

Performance Management System - Silkbank

Performance Appraisal Period and Procedure• Period begins from January consists of three

months1. Announcement beginning of the appraisal period2. Communicate date, supervisor & submission3. Decision assigning percentage

Post-Appraisal Discussion• Supervisor and employee discuss

• Achievement, new objectives, time limit, how to achieve, work area need improvement, new skills need to develop, weakness

Performance Management System - Silkbank

Case of disagreement• Case forwarded to department group head • She/he gives comments • Get agreement from the employee

Training Plan / Career Management• In phase of advancement • Or need training for improvement in present

job

Analysis

Fast growth, talented people can survive Eliminating laggers through force distribution Flaws of system transparency Bias factor avoid or minimize Transfer window should be open instead of

sacking the employee Need to emphasis on career management

Recommendation

Managers should make performance appraisal process into a positive, rewarding, beneficial process for both themselves and the employees who report to them.

Engage the employees in a two-way discussion whenever their performance is the topic

Recommendation

Improve performance appraisals by using an employee self-appraisal prior to the performance appraisal.

Set goals in a way that reinforces the employee's ability to plan and implement the steps necessary to reach the goal.

Conclusion

The tough competition in this particular sector gives less opportunity to avail and retain the best talent from the market.

As workforce feels all the under scrutiny and pressure to maintain their performance In order to avoid below 20 per cent employee

The Silkbank management also identifies this flaw of the force grading system. And they are planning to replace it with the Balance Scorecard.

Balanced score card

Q&A

Thank You