bANK z (A HYPOTHETICAL CASE)
promotions, and placement in a particular function, due to lack of trained authority, counseling and further improvements required are not taken into consideration seriously.
N There is no formal career planning carried out in the bank. Though there is a scheme to encourage staff to acquire additional qualification and provision that employees acquiring these qualifications will be rewarded with monetary incentive and earn extra credit points for promotion to higher posts, which is just for short run. But no formal development needs of employee for long run are identified.
N The HRD practices where Bank Z is good at; such as Compensation, Working Conditions and Family Welfare can only fulfill the basic physiological needs of an employee. Moreover, it seems that bank had these facilities only because of unions influence to the management. The challenges at work and self actualization needs of the employees cannot be fulfilled by these mere compensation packages. For this, job enrichment and employee participation in decision making is required which the bank seems to be lacking. For job enrichment, they have only job rotation program which still is not coherent. Giving a common designation irrespective of actual job profile with less hierarchical level may give less development ladder to the employees which may act adversely as demotivating factor for ambitious employees. Similarly, the bank has QC program as employee participation and empowerment program which do help the employee to solve work related problems; yet employees are not participated in decision making of the organization.
N Similarly, the bank lacks two way communications between management and employee. Employees are informed only through the newsletter published monthly. There is no way the employee can give their opinion to the management.
Suggestions/ Conclusion
 The bank needs to have a separate HRD Vision and Strategies consistent with the corporate strategy, vision and mission.
 The bank should craft effort to make business strategy and employee resource strategy coherent to each other.
 A push for a more business-driven thrust to HRD at organisational level is needed because HRD Strategy is something, which falls, at functional strategy level. Though it is narrower in scope compared to overall business strategy, it adds relevant details to the overall business game plan. Care should be taken that the HRM Strategy must support the bank’s overall business strategy and competitive approach.
 The bank should Improve HRD not only Employee Development because there are individuals or groups who have some relationship with an organisation but are not in an employer-employee relationship. These external people and institutions have a direct or indirect interest in the business and influence the success of the business.
 The bank come up with formal exhaustive HR Policy including training policy ensuring that the employees are well trained and those on whose training investment is done cannot leave the bank all of a [next page]