GROUP

MEMBERS
CH AHMED VIRK
01-111212-061
ANFAAL HAMEED
01-111212-307
SARAAN SHAHID
01-111212-213
CH ABDULLAH
VIRK
01-111212-062
AWAIS ILYAS
01-111212-140
HRM FINAL PROJECT BAKHTAWAR
MALIK
01-111212-301
ALLIED BANK LTD.
Contents
DATA COLLECTION...............................................................................................................3
Primary...................................................................................................................................3
Secondary...............................................................................................................................3
INTERVIEW..............................................................................................................................3
Allied Bank representative:....................................................................................................3
QUESTIONS ASKED...............................................................................................................3
DEDUCTION/FINDINGS.........................................................................................................5
ORGANIZATIONS OVERVIEW.............................................................................................5
Products and Services................................................................................................................5
Vision.........................................................................................................................................6
Mission Statement..................................................................................................................6
Future Plans............................................................................................................................6
ORGANIZATIONS STRUCTURE...........................................................................................6
SWOT ANALYSIS OF THE ORGANIZATION.....................................................................7
Core values.............................................................................................................................8
Integrity...............................................................................................................................9
High Performance...............................................................................................................9
Excellence in Service..........................................................................................................9
Innovation and Growth.....................................................................................................10
HR Planning and Forecasting:.................................................................................................10
Job Analysis:............................................................................................................................10
Understand the job............................................................................................................11
Identify Performance Behaviours.....................................................................................11
Key Capabilities................................................................................................................11
Identify Target Performance Level...................................................................................11
Experience, Education and Training Needed...................................................................11
Special Considerations......................................................................................................12
Review and Finalize..........................................................................................................12
Using Results....................................................................................................................12
NOTE:...............................................................................................................................13
Recruitment:.............................................................................................................................14
Age limit...............................................................................................................................14
Selection:..................................................................................................................................14

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Initial Screening:......................................................................................................................15
Testing:.....................................................................................................................................15
Interview:.................................................................................................................................15
Job offering:.............................................................................................................................16
Probationary Period:.........................................................................................................17
Transferability:.........................................................................................................................18
Leaves:.....................................................................................................................................18
Training, Retraining, and Development Approach:.................................................................18
Performance Management:......................................................................................................18
1. Employee performance..............................................................................................19
2. Branch performance..................................................................................................19
3. Regional performance:..............................................................................................19
COMPENSATION:.................................................................................................................19
Maslow’s hierarchy of needs...................................................................................................19
Physical needs......................................................................................................................20
Wage Negotiations............................................................................................................20
Safety/security needs............................................................................................................20
Social needs..........................................................................................................................21
Self-esteem needs.................................................................................................................21
Self-actualization needs........................................................................................................21
Employee satisfaction survey...............................................................................................21
Problems faced by employees..............................................................................................21
Problem faced by HRM:..........................................................................................................22
References:...............................................................................................................................22

2
DATA COLLECTION
To compile this project we collected data in two different ways:

Primary
The primary data we collected was through an interview with the officials.

Secondary
The secondary data we collected was through the Allied bank website, yearly report, and
code of ethics.

INTERVIEW
We have gathered some of the information available from their website and some of the
information through interviewing a high-rank employee/official from the organization. Detail
about the interview is given below.

Allied Bank representative:

The person we interviewed was Sajjad Hussain who is the regional head at Allied Bank.
Sajjad Hussain's professional journey has been marked by a trajectory of increasing
responsibility and leadership within the banking sector. Commencing his career as a Bank
Manager, he demonstrated adept financial acumen and a keen understanding of banking
operations. His commitment to excellence and demonstrated managerial skills paved the way
for his ascent within the industry.
Subsequently, Sajjad Hussain has also worked in the Human Resources department,
showcasing a multifaceted proficiency that extended beyond traditional banking functions.
Building on his successes in human resources, Sajjad Hussain progressed to the esteemed
position of Regional Head at Allied Bank Limited in Islamabad. This role necessitates a
comprehensive grasp of regional market dynamics, strategic vision, and the ability to
navigate the complexities of the financial landscape. As Regional Head, he plays a pivotal
role in steering the business toward growth by overseeing operations, cultivating client
relationships, and ensuring adherence to regulatory standards.

QUESTIONS ASKED
HR Planning and Forecasting
1. What is your HR planning process and who does is involved in it?
2. What topics are discussed during the process?
3. Does your organization forecast labor demand and supply? And what
approaches are used? And how are any shortages and surpluses dealt
with?
4. Is external labor market taken into consideration during forecasting? If
yes how?
Job Analysis

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 1. When did the organization perform job analysis?
2. Who performs JA?
3. Who provides the data relevant to JA?
4. Which method(s) are used to perform JA by the organization?
5. What type of information do you include in your JD, JS and JE?
Recruitment
1. Which source of recruitment is preferred by the organization? Internal or
external?
2. What methods are used for both the sources of recruitment?
3. What are the constraints faced during the recruitment process?
4. What are the steps taken by your organization to attract a good quality
pool of candidates?
Selection
1. What is your organization’s selection process? (from the 8 steps)
2. What is your organization’s basic selection criteria?
3. Details regarding each selection step in accordance to the selection steps
they follow
Socializing and Training
1. What are the ways/methods through which socialization takes place in
your organization?
2. Does your organization provide any training for its new employees?
3. Do you provide any training programs for your existing employees? if
yes, how to you identify its need?
4. Which training methods are used?
Compensation
1. What is your organization’s your compensation methods?
2. What are your monetary rewards and benefits provided by your
organization?
3. How do you establish/determine salary rates? (steps for establishing pay
rates)
4. Any compensation policies of their organization?
5. What Range of salary is being offered?
Performance Management
1. What is your organization’s core performance indicators?
2. What is your organization’s appraisal methods?

4
 3. How do you measure performance of your employees?
4. How many times is performance measured in a year?
5. Any performance management system used by your organization?
4. What areas of deficiency (challenges/ problems) in HRM they face in
their organization?
5. What steps they are taking to overcome these HR problems?
5. What are your suggestions regarding these challenges?

DEDUCTION/FINDINGS
Through interviewing and their website, we have concluded the following report about the
organization:

ORGANIZATIONS OVERVIEW
In 1942 the bank was founded in Lahore by the name of “AUSTRIA BANK”. In 1974 it was
renamed as “ALLIED ISLAMIC BANK OF PAKISTAN”. The bank’s ownership was
transferred to IBRAHIM GROUP in 2004 and thus was renamed “ALLIED BANK
LIMITED” in 2005. Currently, its owner is KHAWAJA BASHIR BAKHSH. The current
total revenue of the bank is 75 Billion Pakistani rupees. In its 75 years of history, the bank
has built a strong foundation. The bank provides all the basic facilities and services to its
users. The bank has a big network with over 1500 ATMs and 1350 branches while benefiting
its users. The primary focus of the company is to introduce a variety of financial and
investment-based favors and opportunities to its clients, as well as contribute toward the
expansion of the finance industry. The Group has been working to develop new and easier
ways for clients to do banking. They have added more ATMs to their already vast and strong
ATM network and their rate of data transfer and flow of information is very high.

Products and Services

Allied Bank provides the following to its customers:

 Internet Banking
 Online Banking
 Profit Rate
 ATM Network
 Unclaimed Deposits
 Deposit Account
 SME
 Agriculture
 Corporate leasing
 Other services

5
Vision
To become a dynamic and efficient bank providing integrated solutions in order to be the first
choice bank for the customers.

Mission Statement
 To provide value-added services to our customers.
 To provide high-tech innovative solutions to meet customers’ requirements.
 To create sustainable value through growth, efficiency, and diversity for all
stakeholders.
 To provide a challenging work environment and reward dedicated team members
according to their abilities and performance.
 To play a proactive role in contributing to society.

Future Plans
Allied Bank has launched a branch in Kashmir and intends to expand its network and reach to
the country's most remote places.

ORGANIZATIONS STRUCTURE
The shape of the organization is democratic. The board of directors are the top management
and then there are two boards and a CEO. The boards are not under the CEO. The boards
include the sharia board and the audit committee of the board (ACOB) under which is the
audit and risk review committee. The current CEO of Allied bank is Aizid Razzaq Gill.
Under the CEO there are four committees strategic planning and monitoring committee, HR
committee, and e-vision committee.

6
 Figure 1 hierarchy

SWOT ANALYSIS OF THE ORGANIZATION

The Allied bank's SWOT analysis assesses the financial institution's strengths, weaknesses,
opportunities, and threats in a systematic manner.

7
 STRENGTH OPPURTUINITY
Free online Banking Upgrade to the latest version of existing
Free online cash deposits and withdrawl software to provide more innovative
digital services in a secure environment.
Free E-statements
Wide-area network (WAN) Use multiple security layers to process
any transactions.
Online Funds Transfer is completely
free.

SWOT
WEAKNESS THREATS
Their recovery system is inadequate to skimming
handle the load of 800 branches. Data security
Requirement of huge investment for Costumer secracy
upgradation of core banking software.
Difficulties in convincing people for
shifting from conventional banking to
digital banking

Figure 2 SWOT

Core values
Core values are the basic guidelines that both the employees and the company
follows while achieving their goals. They are the moral and ethical principles that a
business follows while achieving its goals. Every business is unique, as are its core
values. The core values that Allied bank follows are:

8
 Integrity

High CORE Excelence In

Performance
VALUES Service

Inovation
And Growth

Figure 3 core values

Integrity
At its core, integrity at work is about taking initiative, negotiating your time honestly, and
staying aligned with your personal and work values. That also means delivering on your
commitments when you make them, and saying no when you can't take on anything new. For
Allied bank integrity is the most important core value. If this is being violated by an
employee most strict actions are taken against that employee. There is no compromise if
integrity is at stake for the organization.
High Performance
A high-performance culture is a culture in which there is a feasible vision with clear
achievable objectives and a core value that encourages a sense of purpose. A firm’s shared
vision provides employees with unmistakable objectives to peruse and work together and
helps them to understand the reason why their work matters. Allied bank through its
advanced software and workforce is working hard on this core value.
Excellence in Service
Excellence is striving to accomplish more and be extraordinary regardless of whether that
implies blunders or mistakes along the way. Carrying out the best plan is more important than
anything else, but when the person is learning, growing, and doing mistakes then the effort to
reduce mistakes will provide excellence. Customers are the ones that make a business achieve
profit goals so to return the favor Allied bank has a high focus on providing service
excellence.

9
Innovation and Growth
Innovation allows us to learn adapt and generate new ideas. An organization with innovative
people will lead to success and give major growth to the organization. This will make the
employees satisfied with their job. This is also a very important core value to the organization
Allied Bank.

HR Planning and Forecasting:

Allied Bank, a well-known financial institution, locates its main Human Resources (HR)
department and head office in Lahore. While the head office serves as the nerve center for
strategic decision-making, Allied Bank extends its reach with branches strategically located
in key cities such as Islamabad and Karachi these branches are essential to the bank's
extensive reach and its ability to provide a wide range of customers with financial services.
The bank uses a strategic HRP strategy to make sure that employees are in line with company
objectives. Strategic planning first determines the abilities and proficiencies required for
overarching goals. A thorough workforce analysis is then done which evaluates the present
workforce and finds surpluses or shortfalls. By predicting future demand, Allied bank can
estimate labor requirements based on variables such as industry trends and corporate growth.
Supply analysis is also done which assesses both external and internal talent, taking into
account the availability of competent individuals on the labor market. By pointing out
misalignments, gap analysis helps with hiring, training, and restructuring decisions.
In addition, Allied Bank evaluates the external labor market in addition to labor supply and
demand. Methods for determining the supply and demand of labor include:
1. Internal Analysis: Assessing the performance, credentials, and abilities of the present
workforce. They use Oracle database for this.
2. External Analysis: Taking into account variables including population shifts, industry
developments, and corporate expansion.
The following methods are used to forecast the external labor market:
I. Market research: Examining patterns and circumstances in the external labor market
to determine the supply of competent applicants.
II. Industry Benchmarks: Allied Bank's staffing requirements are compared to industry
norms and benchmarks

Job Analysis:
Because it may be utilized for the majority of HR operations, including hiring, selection,
orientation, training, work planning, compensation, appraisals of performance, and legal
defense, a well-written job description is an excellent investment for businesses. The primary
duties of the actual post, the reporting structure, and the working environment are all
described in job descriptions. You or an employee will conduct interviews, watch workers
execute certain activities, ask workers to complete worksheets and questionnaires and obtain
information about a job from secondary sources in order to conduct the analysis such as the
National Occupational Classification (NOC) system. As Allied Bank is a well-established
bank job analysis for most of its jobs is already there but for newer jobs or to keep up with

10
changing work environment it may be changed. Here are a few steps for job analysis in
Allied Bank Limited:
Understand the job
Think about the following when completing your analysis:
 All of the position's tasks and responsibilities
 Their scope and level
 The context in which these are to be done
 The degree of accountability, authority, and responsibility needed to complete the
work
 The major and minor activities
Identify Performance Behaviours
Next, list the kinds of behaviors you would use to evaluate the quality of the job. Give
examples of both effective and poor behaviors. To achieve this, consider the following:
What are the requirements for outstanding performance?
How can you tell if someone is performing well, satisfactorily, or poorly?
Key Capabilities
Determine and select the minimal number of critical/essential competences needed to exhibit
excellent performance, based on the behavior examples. Make a distinction between average
and high performers:
Think about the following while assessing the Competencies, Knowledge, Skills, and
Abilities (CKSA):
The complexity or importance of the activities being completed The effect on job results The
effect on other employees' performance
The implications of making a mistake without the CKSA; the frequency of its application in
the workplace; and whether or not it must be known or acquired during the first six months of
employment.
Identify Target Performance Level
Target levels refer to the types of behaviors demonstrated by high performers. They are not
minimum standards. The key is to select the target level that high performers demonstrate
most of the time (general rule - 75% of the time). While all people may be able to
demonstrate a level once, target levels refer to what they do most of the time. To assist you,
think about what a high performer in the job demonstrates most of the time when they are
engaged in that competency. Do not select an inappropriately high target level. Setting the bar
too high can lead you to hiring no one. The focus is on trying to describe reality, not ideals.
Once you have set the Target Level, you should also set the minimum acceptable level
required at job start. You could set Level 1 as the lowest possible level and 5 as the highest.
Ensure the minimum level is also realistic.
Experience, Education and Training Needed
Review the final list of Competencies, Knowledge, Skills and Abilities (CKSA) and
determine the various ways in which these could be acquired through education, experience

11
(work, volunteer and/or life) and/or training. It may be helpful to consider the background of
high-performing employees in this type of position. Be sure to include as many of the
equivalent combinations of education and experience as possible. Consider the availability of
qualified people in the job market and ensure the qualifications are reasonable given that
market. It is important to determine a qualification that is appropriate to the job on day one
and not inappropriately high or low. If qualifications are set too high, candidates that have the
competencies may be inadvertently eliminated at the screening stage before having the
opportunity to prove themselves. Alternatively, if the qualifications are set too low, most of
the applicants will need to be considered which can be a time-consuming process and many
may not have the required competencies.
Special Considerations
Now is the time to identify and include any special considerations you may wish to include.
Some jobs may require additional specific criteria like the following:
• Criminal records review
• Drivers, firearms or other licenses
• Professional designations (for example: Professional Engineer)
• Occupational certifications
• Physical requirements to lift heavy objects, work in strenuous situations etc.
• Willingness statements (for example: willingness to work in dusty or noisy
environments
Review and Finalize
t this point you have completed the job analysis process. This final step is to give you an
opportunity to stand back and take a second look at your work to ensure its valid and stands
the common-sense check. To do this, ask yourself the following questions:
 Given what I know about the accountabilities of this job/role, are the Competencies,
knowledge skills and abilities chosen really the most critical ones? Will they help me
identify the difference between a high performer and a poor one?
 Do the behavioral levels identified really define what high or poor performers actually
do in this job/role?
 Are the experience, education and training requirements related to the CKSA chosen:
job-related, inclusive, reasonable and appropriate?
 Have all necessary special considerations been included?
If you answered no to any of these questions, review your work and make adjustments so that
you can answer each question with a yes. If you answered yes to all of the questions, finalize
your Statement of Qualifications. These may now be added to Job Descriptions, included in
applicant packages and advertisements, and used as a basis for determining the most
appropriate assessment methods to be used in the hiring process.
Using Results
The list of qualifications and competencies developed through job analysis are used to create:
• The Statement of Qualifications to be attached to Job Descriptions
• Advertising content and/or applicant information packages
• Criteria for short listing applicants

12
 • As a basis for determining the most effective assessment methods
We asked for an exemplary job description so he was kind enough to provide us with this job
analysis document of an HR manager at Allied Bank.

13
NOTE:
This document includes only
 Job Description
 Job Specifications
Job evaluation is missing as it is kept confidential and is against the bank's policy to share it.

Recruitment:
Recruitment in HR refers to the process of finding and hiring new employees for a company.
It involves sourcing candidates, conducting interviews, and selecting the best fit for the job.
There are several methods of sourcing candidates, including job boards, social media,
employee referrals, and recruitment agencies.
Sure! Following steps are involved in the recruitment process:
1. Identifying the hiring needs and creating a job description.
2. Sourcing candidates through various channels like job boards, social media, and
referrals.
3. Screening and reviewing resumes and applications.
4. Conducting interviews to assess candidates' skills and qualifications.
5. Selecting the best candidate and extending a job offer.
6. Completing necessary paperwork and onboarding the new employee.
These steps may vary depending on the company's specific recruitment process.
"Advertisement in newspapers" is the most common source of employee recruitment at
Allied Bank. This bank employs people from both types of sources (internal, and external).
Usually, MTOs (management trainee officers) are hired externally other recruitment is done
internally through mostly promotions and transfers. Referrals are also used as a source of
recruitment.

14
In Allied Bank, recruitment is done twice a year but if the need for employees arises
recruitment can be done more than two times.

Age limit
The minimum age limit is mostly dependent on the education of the individual who is
applying for the job so no certain age limit is required but usually, the age of new employees
is around 21-26 depending on the qualification, etc. There is a limit on the maximum age of
the employee that can join the organization. The maximum age for applying for the job is 27
years old but there is an exception for the job of salesperson, a person can join the Allied
Bank as sales person till the age of 30. For higher positions, this may not apply. The
retirement age for the member of Allied Bank is 60 years

Selection:
In Allied Bank LTD hiring process is done by the HR department with the representative of
the department the new employee will be working in. Overall following are the steps
involved in hiring at Allied Bank. We will be mentioning the selection process related to
MTOs and the steps involved in hiring of MTOs at Allied Bank.

Initial Screening:
In Allied bank during the initial screening in the selection process, HR typically reviews
resumes and applications to shortlist candidates. They assess qualifications, experience, and
skills to determine if candidates meet the basic requirements for the job. It helps narrow down
the pool of applicants before moving on to the next stages of the selection process. During the
initial screening, In Allied bank basic criteria for evaluating candidates include their
education, relevant work experience, skills, and qualifications. HR looks for a match between
the candidate's background and the requirements of the job. In addition to education, work
experience, skills, and qualifications, other factors considered in the initial screening process
may include the candidate's job stability, industry knowledge, certifications, and any relevant
achievements or accolades. This screening process aims to identify candidates who best align
with the job requirements and company culture.

Testing:
Employment testing in HR refers to the process of assessing a candidate's skills, abilities, and
aptitude for a specific job. It involves various types of tests, such as cognitive ability tests,
personality assessments, job simulations, and situational judgment tests. These tests help
employers evaluate a candidate's suitability for a particular role and make informed hiring
decisions.
Employment tests include:
1. Cognitive Ability Tests: These assess a candidate's problem-solving, critical thinking,
and reasoning skills.
2. Personality Assessments: These evaluate a candidate's personality traits, such as their
communication style, work preferences, and behavioral tendencies.
3. Job Simulations: These simulate real work scenarios to assess a candidate's job-
related skills and abilities.

15
 4. Situational Judgment Tests: These present candidates with hypothetical workplace
situations and assess their ability to make appropriate decisions.
5. Skills Assessments: These evaluate a candidate's specific skills related to the job, such
as technical skills, writing abilities, or language proficiency.
1. These tests help employers gain insights into a candidate's aptitude, compatibility
with the job role, and potential for success.
To screen out the top applicants, an IBA test by NTS is administered to all workers who have
participated in the recruitment process for the MTOs at Allied Bank. The IBA test consists of
multiple-choice questions in English, Math, General/Computer Knowledge, and Intelligence,
with negative markings for incorrect answers. Following the testing of the candidates, the
next stage is to interview those who passed the IBA written test. The test may be written on
paper or computerized.

Interview:
Interviews are held in most cities of Pakistan. A panel interview is held at Allied Bank to
select the best candidates for the job. A panel of specialists from the HR department as well
as the representatives from the other departments respective to the job interviews with a pool
of candidates who have appeared and passed the IBA written exam. All candidates who pass
this interview are subsequently assigned to the positions for which they applied or that match
the skills and competencies of the selected individuals. The interview is also done for
promotions which is usually done by the head office at Lahore. Following the selection of
candidates through various testing and interviewing approaches, the next stage is to train
them.

Job offering:
In Allied Bank After interviews a second background check is done on employee. The
background check includes checking the authenticity of the information provided, as well as
other information checking. After careful consideration employee is given conditional job
offering based on merit. Conditional job offering in this case means that the new employee
must first pass 6 months of training after which he will be given proper job offering. Here is
an exemplary offering letter at Allied bank.

16
Probationary Period:
The probation policy of Allied Bank is as follows:
a) Initially, you will be on probation for six (06) months during which your services will be
terminable on one month's notice or pay in lieu thereof from either side.
b) Your confirmation shall be subject to satisfactory performance, achievement of assigned
business targets, and verification of your references and last employment record, if any.
After confirmation, your services will be terminable on three (3) months' notice or pay in lieu
thereof from either side

17
Transferability:
There is no hard and fast time where you will work after hiring. It will be decided based on
the needs of the branches. The Bank may, in its sole discretion, transfer your services
anywhere in Pakistan or abroad, at any time, and/or you may be sent on deputation to another
organization. Such transfer may result in a change of your functional responsibilities. The
only rule about transferability is that you cannot work in the same branch/region where your
immediate relations like father, mother, brother, etc. are working.

Leaves:
Allied bank provides following leaves in which nothing is deducted:
1. Casual
You have 30 casual leaves for the year you can use them in case of emergencies like sickness
etc. At one time you can use maximum of 3-4 leaves. These leaves cannot be credited for
next year.
2. Paid
You also have 30 paid leaves for the year. These are used in case of longer leaves like
traveling etc. you can use 15 paid leaves at once. You can credit these leaves for next year.
3. Maternity leave
The bank also provides maternity leaves (180 days for the first time, 120 days for the second,
and 90 days for the third)
4. Hajj leave
Hajj leaves are also provided to employees.

Training, Retraining, and Development Approach:

Training is a top priority in Allied Bank, Allied bank has its training center called MDC
(management development center) located in big cities of Pakistan namely Islamabad,
Lahore, and Karachi. In Islamabad, the center is at the I-8 branch of Allied Bank. The MDC
center has both external trainees as well as internal trainees. For internal trainees, Allied Bank
has a program “train the trainees” in which employees are trained to become professional
trainees so that they can provide further training to new employees like MTOs, etc. The
Training period of MTOs is 6-months of which 3 months is classroom learning and training
at the center and 3 months of training is provided at the branch. Other employees also receive
training from time to time. Every Quarter a training program is done in which selected
employees receive training to follow the Career development path. These trainings include
lectures and group activities. This program is used to develop and guide an employee from
MTO to manager to regional managers and further climb the corporate ladder.

Performance Management:
In Allied bank the performance is evaluated using Oracle Software. The key measuring tools
are the amount of transactions like deposits. Every quarter a target is given of how many

18
transactions/deposits are required. This evaluation is done quarterly. The performance is
judged on three levels:
1. Employee performance
The performance of each employee is assessed against assigned business targets on a
quarterly basis and in case of non-achievement of assigned business targets bank reserves the
right to terminate your services without any further notice or salary in lieu thereof. But in real
terms if the target is achieved approximately 75-80% usually no strict actions are taken.
2. Branch performance
Similarly every branch’s performance is evaluated quarterly. This evaluation is done by
comparing transitions and other measurable performance indicators of one branch with other
in a similar region.
3. Regional performance:
Every regions performance is also evaluated by similarly comparing with other regions.
Upon successful completion of the targets appraisals are awarded. These appraisals are not
fixed and are provided at the end of each year.

COMPENSATION:
Employee satisfaction is a very important factor for the democratic management style. For
Allied bank employee satisfaction is closely kept an eye on and is considered very important
for the organization. Their management offers multiple things that contribute to a more
satisfied employee. Basic monetary and non-monetary compensation for a job title is:
 Gross salary
 Performance Bonus; (as per Bank's discretion)
Usually bonuses are given twice the year before both the Eids. The main bonus is before
Eid ul fitr and another small bonus before Eid ul Azha.
 Medical Benefits for self, spouse and dependent children;
 House Building Finance and Car Lease Finance facility,
 Participation in Contributory Provident Fund Scheme; (upon confirmation)
 Gratuity; (after serving at least one year)
 Group Life Insurance

Maslow’s hierarchy of needs

Maslow’s hierarchy of needs was stated by Abraham Maslow’s in 1943. Basically, with the
help of this theory, we can motivate the workforce and be productive. Allied Bank Ltd uses
this to motivate its workers in a way. According to Maslow’s hierarchy of needs, the things
being provided by the bank at each level are given below:

19
 Figure 4 Maslow”s

Physical needs
These are the basic needs of an individual i.e. they offer a basic salary of 18000-33000 which
covers all the basic needs of an individual. Incentive plays an important role in motivating the
workforce and it boosts their performance which leads to an increase in productivity. At
Allied Bank Ltd there are many incentives given to the workforce i.e. at a certain post at the
bank family health services are provided by the bank. Furthermore, 250 liters of petrol is
provided at the post of regional head and discount on many hotels. If the target is achieved
individual gets a bonus and the target is based on the word SMART (specific, measurable,
achievable, realistic, and time specific)
They also provide with leaves whenever there is any emergency for example maternity
paternity leave.
Wage Negotiations
Employees are free to negotiate about their pay with the higher management or human
Resource department.

Safety/security needs
This is the second step in Maslow’s hierarchy of needs it covers all aspects of safety i.e.
security of employment, security of resources, etc. Allied Bank Ltd makes a contract with

20
employees when they join the organization which is a sense of security to employees and
motivates them also their family is given free health benefits.

Social needs
This need comes when the level of safety and physical needs are fulfilled, it means
employees are having good relations with each other. As Allied Bank Ltd prefers teamwork
which means that there’s a connection between coworkers, or we can say that there’s an
interaction between the workforce and they have strict policies against bullying so they are
able to maintain a good environment and good relationships between workers.

Self-esteem needs
It is the second last stage of Maslow’s hierarchy of needs, it refers to the individual’s own
needs i.e. need for respect and self-confidence. As told by the representative, Allied bank also
conducts many surveys to ensure their workforce has no problems.
Separate working places are appointed to most of the workforce except the one sitting at the
counter or working as security. Then the offices depend on your job post if you’re a manager
you’ll have your room the rest are appointed with cubicles and if you are a regional head
you’ll even have a bigger room. Which results in a boost in self-esteem needs.

Self-actualization needs
It is the last stage of Maslow’s hierarchy of needs it means that a person is ready to accept
challenges and use their mind fully and think out of the box this way individuals get
motivated by accepting challenges. When we asked the representative about how his self-
esteem needs were being met by the organization. He replied that we are given tasks and
when our region accomplishes it better than other regions this accomplishment makes me feel
a sense of achievement and accomplishment which in turn increases my worth.

Employee satisfaction survey

Allied bank is very focused on employee satisfaction which is why they conduct so many
surveys in which an employee can freely explain if there are any problems that he is facing in
the organization. These satisfaction surveys are directly conducted by the HR department
through their software without any third-party interference. These surveys are then used to
check if there is any form of discrimination or dissatisfaction going on in a branch if so then
they take action accordingly.

Problems faced by employees

Allied bank is one of the best among banks in Pakistan but sometimes its employees face
some sort of problems.
 Transferring; the top management transfers the person whenever they want from one
branch to another and this disturbs the relationship of the individual with his
coworkers and it demotivates him.
 Maintenance: some employees are tired of maintaining the ATM at night and
sometimes even on special occasions i.e. Eid. It’s really difficult for employees to
maintain work-life balance.

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Problem faced by HRM:
I. Retention of new employees:
According to the representative the biggest problem they are facing right now is the new
employee’s retention. New employees join the organization some complete the training and
then leave while some leave the organization while training leading to extra cost and loss of
talent. This employee retention poses a significant hurdle for Allied Bank's HRM strategy. In
the face of a highly competitive job market in which there is always a need for more skilled
employees.
Consequently, the HR teams at Allied Bank is employing strategic retention initiatives,
focusing on employee engagement, career development, and a positive work culture to
mitigate the risk of losing valuable professionals. Overcoming these challenges requires a
proactive and adaptive approach, ensuring that Allied Bank's workforce remains diverse,
engaged, and committed to the bank's long-term success.
The representative believed that the problem lies in the training center where employees are
not feeling a sense of belonging to the organization and in confusion leaving the organization
leading to extra cost on training that was wasted. New employees must believe that their
career will go in the right direction with the allied bank. They should be showed the career
development program at Allied bank and guided properly.
II. Workforce Diversity:
Achieving and managing diversity in the workforce can be challenging, particularly in
sectors that historically have been male-dominated. HR departments in Allied bank need to
work towards creating inclusive environments that embrace diversity in terms of gender,
race, and background. The representative said that after 2022 their focus on diversity has
increased a lot. Before this the diversity was a problem.
Allied Bank is proactively addressing the challenge of workforce diversity by implementing
strategic measures to increase women representation across its branches. Recognizing the
need for a more inclusive environment, the bank has set a commendable goal of achieving at
least 30% representation of women in every branch, thereby fostering gender diversity
throughout the organization.
This deliberate initiative not only contributes to a more balanced and equitable workplace but
also harnesses the diverse skills and perspectives that women bring to the workforce.
Moreover, Allied Bank is steadfast in its commitment to eliminating discrimination in hiring
practices, particularly when it comes to individuals with disabilities. By fostering an inclusive
hiring process, the bank ensures that all candidates, regardless of their abilities, have equal
opportunities to contribute to the organization's success.

References:
https://www.abl.com/
https://pk.indeed.com/cmp/Allied-Bank-of-Pakistan/reviews?fcountry=PK

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