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    Quiz 1 Bank TARGET Final

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    SEERAT HASSAN AHMED
    The high employee turnover rate at a local bank's branches indicated issues with employee satisfaction and training, so the new board member toured the branches and found inconsistent hiring practices across locations. Setting up a centralized HR department could help standardize recruiting, training, and employee retention to reduce turnover by providing support to supervisors and a means of communication between head office and branches.

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    Quiz 1 Bank TARGET Final

    Uploaded by

    SEERAT HASSAN AHMED
    127 views6 pages
    The high employee turnover rate at a local bank's branches indicated issues with employee satisfaction and training, so the new board member toured the branches and found inconsistent hiring practices across locations. Setting up a centralized HR department could help standardize recruiting, training, and employee retention to reduce turnover by providing support to supervisors and a means of communication between head office and branches.

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    The high employee turnover rate at a local bank's branches indicated issues with employee satisfaction and training, so the new board member toured the branches and found inconsistent hiring practices across locations. Setting up a centralized HR department could help standardize recruiting, training, and employee retention to reduce turnover by providing support to supervisors and a means of communication between head office and branches.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    127 views6 pages

    Quiz 1 Bank TARGET Final

    Uploaded by

    SEERAT HASSAN AHMED
    The high employee turnover rate at a local bank's branches indicated issues with employee satisfaction and training, so the new board member toured the branches and found inconsistent hiring practices across locations. Setting up a centralized HR department could help standardize recruiting, training, and employee retention to reduce turnover by providing support to supervisors and a means of communication between head office and branches.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 6

    Independent University, Bangladesh

    School of Business and Entrepreneurship

    MBA 509 - Human Resources Management; Section 1

    Summer Semester 2021

    Submitted to
    Dr. Nazmul Amin Majumdar
    Independent University, Bangladesh,
    School of Business, MBA Program

    Prepared by

    Seerat Hassan Ahmed, Student ID: 1710958


    Independent University, Bangladesh,
    School of Business, MBA Program

    JULY 18, 2021


    Summary:

    High rate of staff turnover means there must be a problem with employee dissatisfaction. The
    reasons for this dissatisfaction can range from a low salary to a poor work environment, according
    to one supervisor. This indicates that training is insufficient and staff lack the information and
    competence required for success.
    HR unit could be in charge of recruiting and lead the initial screening process. It could also help
    retain employees and give them the attention they need. The HR unit could also be a support system
    for employees who are understaffed or under-represented at work. The HR unit can also play a key
    role in becoming a communication bridge between top management and supervisor to enhance
    performance by ensuring object-oriented goals are being properly distributed to employees
    according to their capability.

    1
    Key Sentence:

    • As a new member of the board of directors for a local bank – Bank TARGET, Mr. NAM
    was being introduced to all the employees in the head office.

    • When he was introduced to Ms. Konika Bhattacharya, he was curious about her work and
    asked her what the machine she was using did.

    • For one thing, she explained, employee turnover was too high, and no sooner had one
    employee been put on the job than another one resigned.

    • All branch supervisors hired their own employees without communication with the head
    office or other branches.

    • After touring the 122 branches and finding similar problems in many of them, NAM
    wondered what the head office should do or what action he should take.

    Key Words: Employee turnover, training, communication, HR unit

    2
    Background:

    As a new member of the board of directors for a local bank – Bank TARGET, Mr. NAM was being
    introduced to all the employees in the head office. When he was introduced to Ms. Konika
    Bhattacharya, he was curious about her work and asked her what the machine she was using did.
    Konika replied that she really did not know what the machine was called or what it did. She
    explained that she had only been working there for 2 months. However, she did know precisely
    how to operate the machine. According to her supervisor, she was an excellent employee.

    At one of the branch offices, the supervisor in charge spoke to NAM confidentially, telling him
    that “something was wrong,” but she didn’t know what. For one thing, she explained, employee
    turnover was too high, and no sooner had one employee been put on the job than another one
    resigned. With customers to see and loans to be made, she continued, she had little time to work
    with the new employees as they came and went.

    All branch supervisors hired their own employees without communication with the head office or
    other branches. When an opening developed, the supervisor tried to find a suitable employee to
    replace the worker who had quit.

    After touring the 122 branches and finding similar problems in many of them, NAM wondered
    what the head office should do or what action he should take. The banking company generally was
    regarded as being a well-run institution that had grown from 127 to 1191 employees during the
    past 8 years. The more he thought about the matter, the more puzzled NAM became. He couldn’t
    quite put his finger on the problem, and he didn’t know whether to report his findings to the
    president.

    3
    Problems:
    1. What do you think is causing some of the problems in the bank’s head office and branches?
    2. Do you think setting up an HR unit in the head office would help? What specific functions
    should an HR unit carry out?
    Options and Actions:
    Actions taken on identified problems are the following:
    1. Surveying of the branches to identify core problem.
    2. Introduction of HR unit to create bridge between management and supervisors.
    3. Provide required training to develop HR capacity.

    Questions & Answers:


    1. What do you think is causing some of the problems in the bank’s head office
    and branches?
    Answer: There must be a problem with employee dissatisfaction with their work if there is such a
    high rate of staff turnover. The reasons for this dissatisfaction can range from a low salary to a
    poor work environment. Furthermore, a supervisor at one of the branch offices indicated that she
    "had little time to work with the new staff as they arrived and departed" because "she had
    customers to see and loans to make." This indicates that training is insufficient, staff lack the
    information and competence required for success, which can lead to poor performance. Since the
    employees seem to have the skills needed. The problem here comes from the administration’s
    inability to help train the employees -not so much the employee’s lack of human capital.
    2. Do you think setting up an HR unit in the head office would help? What specific
    functions should an HR unit carry out?
    Answer: It would be hugely helpful to have an HR department in the main office. First and
    foremost, it can build a company-wide set of personnel criteria that will satisfy the company's
    needs. According to the passage, employees are hired without consulting the head office or other
    branches. This implies that there is no general definition of what an employee is expected to do;
    this disarray is harmful to the company as a whole. An HR department that standardizes job
    descriptions and the credentials required of employees would be able to locate better candidates,
    minimizing turnover. Supervisors did not have time to work with new employees, according to the
    passage, and instead focused on replacing staff who quit. The HR department could also aid in
    employee retention by serving as a support system that provides the attention that employees
    require. Human resources may be in charge of recruiting and overseeing the initial screening
    process. It may review resumes and conduct telephone interviews. By keeping a uniform set of
    required requirements, it may be able to weed out people who aren't a suitable fit for the company.
    Through a second-round interview, the applicants that make the first cut would be presented to

    4
    supervisors and line managers to choose from. This aids the supervisors because they appear to be
    highly busy, and a smaller pool of candidates to choose from would be more time-efficient. A
    well-organized training procedure or orientation, which aims to enlighten newly hired employees
    of corporate knowledge and insight into the organization from a larger perspective, is another
    specific job that the HR unit can do. Following the training, line managers can brief personnel on
    their individual responsibilities. In this case, the training builds a solid foundation for the required
    skills.

    Conclusion:
    Employees appreciate having the ability to create new skills, improve their job performance and
    potentially evolve towards tougher roles. it's interesting to notice that ongoing education is valued
    by employees from all age groups as key to staying relevant within the job market. Even more
    importantly, supporting and providing ongoing training opportunities show a company’s
    commitment to its employees’ growth. Employees feel their value to a corporation where
    employee education is promoted. Finally, ongoing training opportunities are often publicized since
    they're a crucial perk during a company’s compensation programs. However, and in contrast to
    many other perks, ongoing education can cost little or no.

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