Features Of Employee Training Methods In HSBC Bank Plc - Case Study Example

Business resource management College January 21, 2008 TABLE OF CONTENTS January 21, 2008 TABLE OF CONTENTS 2 1. Introduction 3 1.1 Organizational context and purpose 3 2. Analysis and Evaluation 4 2.1 HSBC Bank plc Human resource 4 2.2 HSBC Bank plc recruitment process 4 1) Initial suitability 4 2) Online application form 4 3) Credit Check 4 4) Profiling questionnaire 5 5) Telephone interview 5 6) Face-to-face interview 5 7) Referencing 6 2.3 Employee Benefits 6 2.4 Training and factors impacting on choice of training methods 7 2.5 Training Model and Performance appraisal: 11 2.6 Evaluation of Training 11 3. Conclusion: 15 Reference: 16 1. Introduction The paper is a business research of HSBC Bank plc. The company has been operating in the banking industry for decades. HSBC is one of the reputable banks all over the world. 1.1 Organizational context and purpose HSBC Bank plc is incorporated in England and Wales and established at 8 Canada Square, London E14 5HQ which is its Registered Office. HSBC Bank plc is regulated by the Financial Services Authority and is registered in the Financial Services Authority Register with the following Registration Number: 114216. HSBC Bank plc's registered VAT Number is GB 365684514 and its Company Register Number is 14259. HSBC Bank plc is one of the major clearing banks in the United Kingdom. The business ranges from the traditional High Street roles of personal finance and commercial banking, to private banking, consumer finance as well as corporate and investment banking. Across all brands the bank operates some 1800 sites in the UK. 2. Analysis and Evaluation The area considered for analysis is the human resource management of HSBC Bank plc. The various procedures and facilities of the human resource management at the HSBC is discussed. Then an analysis is carried out on various subdivisions like Recruitment, Training etc and evaluation is done by framing models. 2.1 HSBC Bank plc Human resource HSBC Bank plc houses some 8,000 staff over 45 levels. Their main business areas include Home, Retail, Customer contact centres, Wealth management, Customer Services delivery, Commercial and Graduates. 2.2 HSBC Bank plc recruitment process Once the role and location to apply is selected, you'll be guided through the following process. 1) Initial suitability A series of questions will be asked (such as your eligibility to work in the UK). 2) Online application form Complete the application form as prescribed with appropriate information. 3) Credit Check Once the application form has been received, a credit check will be undertaken. This check will include CCJs, bankruptcy and delinquent debts registered (e.g. defaulted on payments to a loan which has not yet been paid in full.) Full details on this are contained within the application form. 4) Profiling questionnaire This is the next stage and is undertaken online. Typically instructions will be received on how to complete this questionnaire within 5 days from your initial submission of the application. The Experienced Commercial Relationship Manager applicants will also receive instructions on how to complete verbal and numeric reasoning tests, which are part of the assessment process for this role. 5) Telephone interview A 30 to 40 minute telephone interview based on key skills for the role applied will be conducted. This is a competency based interview and applicant will need to talk through situations for the displayed particular skills. The key skills for each Customer Sales roles are: sales, customer service, teamwork, work standards and communication. For the Management roles the key skills are: sales/retail management, relationship building, leadership/team management, customer service, drive, resilience and communication. 6) Face-to-face interview The final stage conducted by the recruiting manager, typically at the location for the role applied for. Again the interview will focus on applicant's skills and experiences and how they match with Bank's requirements. There will also be a chance for applicant to ask any questions. Applicant will be advised of Bank's decision within 7 days of the interview. If applicant is successful, applicant will be invited to join an initial induction course that will tell applicant to get started. 7) Referencing All Bank's offers will be subject to satisfactory pre-employment references. Whilst Bank is preparing applicant's contract and terms and conditions of employment, bank will progress obtaining references. 2.3 Employee Benefits From day one, Bank will provide the training and opportunities to develop employees' portfolio (and employees' rewards) in a way that maximizes employees' true potential. Benefits include: Excellent salary - details for each role are provided as part of our job search facility. Participation in a bonus incentive scheme that can add 30% to your salary. Participation in our share ownership schemes. Contributory pension scheme. Preferential loans and discounts on a range of our products. Mortgage subsidy. Holidays - Clerical roles, up to 33 days including bank holidays. Managerial roles up to 30 days plus bank holidays. Death in service benefit of 4 times your salary. For managers, BUPA healthcare. Cars or car allowance for certain roles. Participation in the HSBC Childcare Scheme, which includes discounted nursery places within over 400 selected nurseries across the country, plus tax and NI savings on the cost of your childcare fees paid for children up to age 16. For Example: The starting salary for an Executive Management trainee is 25,000, with a joining bonus of 4,000. Participation in the bank's incentive scheme could give you an additional payment of up to 30% of your salary. Benefits include private medical cover, contributory pension scheme and preferential rates on various HSBC Bank products. 2.4 Training and factors impacting on choice of training methods Training - Definition Training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. Training and Development is the field concerned with workplace learning to improve performance. Such training can be generally categorized as on-the-job or off-the-job. On-the-job describes training that is given in a normal working situation, using the actual tools, equipment, documents or materials that they will use when fully trained. On-the-job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This is most effective for training concepts and ideas. Factors impacting on choice of training methods Make Vs Buy Decision: Here the decision on who is to conduct training is decided. i.e whether to hire an expert from outside or use an employee within the organization. Employee Work timings Employee attitude Management influence and attitude Training Budget Forecasted projects and employee requirements Changing Environment New technologies Training cycle/Model Source: HRD by Desimone. 2.5 Training Model and Performance appraisal: The Training model portrayed above can be adapted to bring a change in the attitude of the employees and since the job pertains to sales to a great extent, "Pay for performance" or "PPP" Method of performance appraisal could be adopted. This method should be combined with 360 degree feedback appraisal to ensure control over the performance appraisal technique. The Unions also must be brought in to agree with the performance standards set. 2.6 Evaluation of Training Training can be evaluated on the basis of change that has been brought into the thoughts and behavior of employee as a result of Training. So Organization development on a whole as a result of employee development must be the main focus. At the core of Organization Development (OD) is the concept of an organization, defined as two or more people working together toward one or more shared goals. Development in this context is the notion that an organization may become more effective over time at achieving its goals. "OD is a long range effort to improve organization's problem solving and renewal processes, particularly through more effective and collaborative management of organization culture-with specific emphasis on the culture of formal workteams-with the assistance of a change agent or catalyst and the use of the theory and technology of applied behavioral science including action research" Kurt Lewin (1898 - 1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s. From Lewin came the ideas of group dynamics, and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the Research Center for Group Dynamics at MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded the National Training Laboratories (NTL), from which the T-group and group-based OD emerged. In the UK, working as close as was possible with Lewin and his colleagues, the Tavistock Institute of Human Relations was important in developing systems theories. Important too was the joint TIHR journal Human Relations, although nowadays the Journal of Applied Behavioral Sciences is seen as the leading OD journal. The following model could be used to evaluate the training. The model checks for the behavior change and attitude change as a result of training and is considered the most appropriate model for evaluating a training program. The model considers both individual and organizational factors contributing to change in behavior of an individual. Alpha change is the change against environment. This is a period where all forces against change are eliminated and the employee starts accepting the training needs. Beta and gamma changes are characterized by an attitude change and the employee becomes fully involved in the training program. Finally a Behavior change indicates that the employee has become a great asset to the organization. This stage is characterized by high involvement and employee empowerment and actually the employee becomes a brand ambassador of the company. CHANGE INTERVENTION ORAGANISATIONAL INDIVIDUAL ORAGANISATIONAL TARGET ORGANISATION OUTCOME VARIABLES MEMBERS Training Evaluation Model for change in Behavior 3. Conclusion: HSBC Bank has been recently in the news, where a HSBC employee hacked into the client's bank account and played havoc with the account. This is a major concern regarding managing employees in a banking concern. This type of misbehavior from employees can be resolved only through a behavior change. This behavior change can be brought about by applying the change model proposed in the paper. This model will help improve the behavior and attitude of employees and thereby ensure the brand name of the Bank in the future. Reference: 1. www.hsbc.co.uk 2. HSBC Employers Handbook 3. Jeanne Brett, Kristin Behfar and Mary C. Kern. 2006. Managing Multi Cultural teams: Harvard Business Review South Asia. 4. Merril Ewert D and Jennifer A King Rice. 2002 October. Managing Diversity: HRM Review. 5. Garry Dessler, 2004, 10th ion, Eastern Economy ion. Human Resource Management. 6. Stephen P. Robbins, 2002, Prentice Hall of India, Organizational Behavior. 7. Randy L. Desimone, Jon M. Werner and David M. Harris. Pearson education .Human Resource Development. 8. www.wikipedia.org 9. www.shrm.org 10. www.valuebasedmanagement.net 11. Top of Form 12. Bottom of Form Read More