Acknowledgement

Praise to the Almighty, the creator and sustainer who have given me
strength and opportunity to complete the Report on “Human Resource
Planning and Practice at Agrani Bank Limited, Kamlapur Branch,
Dhaka.”First of all I would like to thank to our Honorable Teacher, Mr
Arif Ghani, the coordinator of this program, I am grateful to him for giving
me this opportunity to complete the assigned report.
I specially want to thank all officers of the bank for their kind hearted
support.

Finally I am indebted to the contribution of all whose cordial cooperation

helped me directly or indirectly for the completion of this report.

1
 Executive Summary
This report is based on practical working experience at The Agrani Bank
Limited as a part of internship program. The Agrani Bank Limited is a
scheduled Bank under govt. Sector. The Bank started commercial banking
operations since inception. The main function of the bank is
intermediation i.e. collecting funds from the surplus units of the
economy in the form of deposit and mobilizing deposit to the deficit
units of the economy in the form of credit. In internship program course
students have to prepare an internship Report at the end of the MBA
Program. This report based on activities of HR Planning and practise in
Agrani Bank Limited. I try to highlight the activities that performed by
Agrani Bank Ltd. kamlapur branch and also the activities of whole Agrani
Bank Ltd. I try my best to highlight every department of different activities
that I learn during the preparation of the report. But there is some limitations
collect the brief information about each and every department. Here I
show the history and background of Agrani Bank Ltd. its corporate social
responsibility and most of the activities of overall banking system.

2
TABLE OF CONTENTS

3
 An internship report on
The impact of Human Resource
Planning on Employee Performance
Jamuna Bank Limited

4
Chapter One
Introduction

5
1.1 Introduction
The theoretical knowledge and practical training is not the same theme. The theoretical
knowledge is fulfilled when it can be used in the practical field. The goal of internship is
to apply one’s theoretical knowledge in practical fields. Thus internship is a pragmatic
application of knowledge and achieving practical experience by engaging oneself in
different and distinct sectors of work. That is why the internship program is also
included in the curriculum of MBA in BRAC University, which is undertaken in
different organization of the country. I have also completed my internship program at the
Agrani Bank Limited, Kamlapur branch, Motijheel, Dhaka. There I practically gain
knowledge of this institution and I discussed with the different Officers about my
internship. They help me to know about human resource planning and practice.

1.2 Concept of internship

Internship is a process to achieve practical knowledge about some theoretical lesson.
Actually internship means having a practical knowledge from a real field of work.
The part “Internship” indicates practical training in any real field where theoretical
knowledge is practically applied. Internship help to become aware of how practical
practice deviates from theoretical principles. Thus internship program expands both the
theoretical and the practical knowledge of the participants.

1.3 Objectives of the Study

As a partial fulfillment of the Master’s of Business Administration internship is a
requirement at the end of the completion of all the credit courses. The main purpose
is to be familiar with the real world situation and practical experience in a business
firm. Commercial bank, especially Private Bank is one of the important business sectors
in Bangladesh. Agrani Bank Limited is a scheduled commercial bank in the govt. sector,
which is focused on the established and emerging markets of Bangladesh. The purpose of
this study is to earn a real life practical experience on Banking System
 To achieve the difference between theoretical and practical knowledge to have an
exposure on the human resource function of Agrani Bank Ltd
 To determine the steps involved with HRM
 To determine the roles of HRM
 To identify the type of system is in HRM.

6
 To forecast the effectiveness of HRM.

1.4 Methodology of The study

1.4.1 Sources of data
The study is based on primary and secondary sources of data. Data have been collected
from office records, discussions with employees and from different paper circulars and
annual report of Agrani Bank Ltd. For the report preparation, concepts and techniques are
gathered from bank manuals and relevant books.

1.4.2 Primary data

I gathered primary data from the customers and some employees. I provided
questionnaire to those customers and employees who were interested in participating in
the survey.

1.4.3 Secondary data

Annual reports of Agrani Bank, online articles /website of Agrani bank ltd.

1.4.4 Research Design

My research is a Descriptive research. I have selected this topic and at first make an
exploratory research. I just collected data and made the report.

1.4.5 Survey method

I collect a detailed questionnaire for my survey. I have collected the data both from
secondary source and primary source

1.5 Limitations of the Study

 Secrecy or confidentiality is a crucial matter in this organization. As an intern
it was not possible to reach those secret topics.
 Not able to collect information from all the Employee & clients.
 Limited service hour.
 It was difficult to find out the gap between rules and regulations and real life
practice. So, I went under a huge stress to find out those matters.

7
 Banking employees are very busy. Sometimes it seems hard to get their attention
 Lack of published relevant documents
 Lack of website information to reach on any nice ending.
 Facing hassle also to make communication with employees of the organization.

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 Chapter Two
Overview of Jamuna Bank Limited

9
Overview of Jamuna Bank Limited
Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act,
1994 of Bangladesh with its Head Office currently at Hadi Mansion, 2, Dilkusha C/A,
Dhaka-1000, Bangladesh. The Bank started its operation from 3rd June 2001.
The Bank provides all types of support to trade, commerce, industry and overall business
of the country. JBL's finances are also available for the entrepreneurs to set up promising
new ventures and BMRE of existing industrial units. The bank was established by a
group of local entrepreneurs who are well reputed in the field of trade, commerce,
industry and business of the country.
The Bank offers both conventional and Islamic banking through designated branches.
The Bank is being managed and operated by a group of highly educated and professional
team with diversified experience in finance and banking. The Management of the bank
constantly focuses on understanding and anticipating customers' needs. Since the need of
customers is changing day by day with the changes of time, the bank endeavors its best
to devise strategies and introduce new products to cope with the change. Jamuna Bank
Ltd. has already achieved tremendous progress since its beginning. The bank has already
built up reputation as one of quality service providers of the country.
At present the Bank has real-time Online banking branches (of both Urban and Rural
areas) network throughout the country having smart IT-backbone. Besides traditional
delivery points, the bank has ATMs of its own, sharing with other partner banks and
consortium throughout the country.
The operation hour of the Bank is 10:00 A.M. To 6:00 P.M. from Sunday to Thursday
with transaction hour from 10:00 A.M. to 4:00 P.M. The Bank remains closed on Friday,
Saturday and government holidays.

Our Vision
To become a leading banking institution and to play a significant role in the development
of the country.

Our Mission
The Bank is committed for satisfying diverse needs of its customers through an array of
products at a competitive price by using appropriate technology and providing timely
service so that a sustainable growth, reasonable return and contribution to the

10
development of the country can be ensured with a motivated and professional work-
force.

Principal Activities
The Principal Activities of the bank is:
 To facilitate and handle all kinds of commercial banking services to its Customers
authorized by Bangladesh Bank.
 To perform Government Treasury functions and also act as an agent of Bangladesh
Bank.
 The export and import trade of Bangladesh with other countries under
various agreements.
 International Banking.

Strategic Priority
 Delivering customer’ desired products and services to create true customers’
value.
 Focusing on export of both traditional and nontraditional items and remittance to
ensure a comfortable position of foreign exchange all the time.
 Doing businesses that have higher risk adjusted return.
 Focusing on maintenance of assets quality rather than its aggressive expansion.
 Changing the deposit mix thereby reduce the cost of deposits.
 Ensuring all modern alternative delivery channels for easy access to our services
by customers.
 Taking banking to the doorstep of our target group.
 Restructuring existing products and introducing new products to meet the
demand of time and the target group.
 Entering into new avenues of business to increase profitability.
 Bringing unbanked people into our delivery channels.
 Increasing fee based service/activities where costly capital is not changed.
 Ensuring organizational efficiency by continuous improvement of human capital
and motivation level, dissemination of information and thereby ensuring a
sustainable growth of the organization.

11
  Maximizing shareholders’ value at all times alongside ensuring a sustainable
growth of the organization.
 Pursuing CSR activities for our continued support to future generation, distressed
people and for advancement of underprivileged people of the country.
 Establishing the brand image as a growth supportive and pro-customers’ bank.
 Strengthening risk management techniques and ensuring compliance culture.
 Remaining cautious about environment and supporting for maintaining a green
and clean soil.

Objectives of Bank
 To earn and maintain CAMEL Rating 'Strong'
 To establish relationship banking and improve service quality through
development of Strategic Marketing Plans.
 To remain one of the best banks in Bangladesh in terms of profitability and assets
quality.
 To introduce fully automated systems through integration of information
technology.
 To ensure an adequate rate of return on investment.
 To keep risk position at an acceptable range (including any off balance sheet
risk).
 To maintain adequate liquidity to meet maturing obligations and commitments.
 To maintain a healthy growth of business with desired image.
 To maintain adequate control systems and transparency in procedures.
 To develop and retain a quality work-force through an effective human Resources
Management System.
 To ensure optimum utilization of all available resources.
 To pursue an effective system of management by ensuring compliance to ethical
norms, transparency and accountability at all levels.

Values
 Customer Focus
 Integrity
 Quality

12
  Teamwork
 Respect for the individual
 Harmony
 Fairness
 Courtesy
 Commitment
 Respectable Citizenship
 Business Ethics
 Unique Culture

Organ gram

Corporatization has necessitated the bank to restructure its Organ gram in force. As
such existing positions, portfolios and functional jurisdictions of GMs, DGMs and
heads of zones will be re- framed or re-designated. In order to run the gamut of the
bank’s activities mire efficiently and effectively, some divisions under head office
will be merged together and some new ones will also be established.

Proposed Organ gram For Agrani

Bank Limited
The organization have carried their business by using 7 Circle offices, 30 Divisions in
head office, 52 zonal offices and 867 branches including 10 corporate and 40 AD
(authorized dealer) branches. From the propose Organ gram I have omitted the
divisional practice organ gram for head office. In the organ gram the Head office
works for basically works for planning through strategic view and making decision to
match with mission, vision, motto and credo. For other offices to gather information
and analyzing those according to various factor such as; demography, gender etc.
toward subordinate offices. It can create better practice a participative management.
From Head offices planning the other offices follow that and try implement in the
rural area.

13
Organ gram of Agrani Bank Limited

Figure: orgam gram of Agrani Bank Ltd

Product and services

They offer retail banking, Cards & ADC, Corporate banking, Islamic banking,
international banking, NRB banking, treasury and other services. The details are given
below:

14
Retail banking
Deposit product
Transactional account
Fixed deposit receipts
Deposit scheme

Islamic banking:
 Mudaraba saving deposit
 Mudaraba short notice deposit
 Mudaraba term deposit

SME banking:
 Jamuna Bonic
 Jamuna Chalantika
 Jamuna Green
 Jamuna Jantric
 Jamuna Nari Uddogh
 Jamuna NGO shohojogi
 Jamuna shachondo
 Jamuna sommriddhi
 Jamuna Swabolombi

International banking:
 L/C Advising
 L/C Confirmation
 Bank Guarantee
 Hajj Guarantee
 Purchasing/Discounting/Negotiating of export bills
 Off Shore Banking Services
 Trade payment settlement
 Foreign Remittance

Other:

15
  Locker service
 Online banking
 Student file
 BACH

Jamuna Bank Kadamtali Branch, Chittagong

To find a branch of Jamuna Bank nearby you in Chittagong; Kadamtali would be your
best choice which is located at Khakeque Mansion, 1167 DT Road, Kadamtali,
Chittagong is definitely close to your location. Learn physical address, location, contact
number, routing number, SWIFT code, service hours and what times and days this
branch will be open and closed. Dial +88031 2514178, 713757 to connect the branch and
have experience with its best services.

Bank Name Jamuna Bank Limited

Branch Name Kadamtali Branch
Address Khakeque Mansion, 1167 DT Road, Kadamtali, Chittagong
Telephone 031 2514178, 713757
E-mail [email protected]
SWIFT Code JAMUBDDH
Routing Number 130153735
District Chittagong
Sunday: 10:00 am - 4:00 pm
Monday: 10:00 am - 4:00 pm
Tuesday: 10:00 am - 4:00 pm
Service Hours Wednesday: 10:00 am - 4:00 pm
Thursday: 10:00 am - 4:00 pm
Friday: Closed
Saturday: Closed
Working Days Sunday - Thursday (Except Holidays)

16
 Chapter Three
Human Resource Planning

17
3.1 Introduction
Human resources undoubtedly play the most important part in the functioning of an
organization. The term ‘resource’ or ‘human resource’ signifies potentials, abilities,
capacities, and skills, which can be developed through continuous interaction in an
organizational setting.
The interactions, interrelationships, and activities performed all contribute in some way
or other to the development of human potential. Organizational productivity, growth of
companies, and economic development are to a large extent contingent upon the
effective utilization of human capacities.
Hence, it is essential for an organization to take steps for effective utilization of these
resources. In the various stages in the growth of an organization, effective planning of
human resources plays a key role. Matching the requirements of the job with the
individual is important at all stages, including the recruitment procedures, in this
endeavour.
When organizations contemplate diversification or expansion, or when employees have
to be promoted, human resource planning plays an important role. Further, the
organizational plans, goals, and strategies also require effective human resource
planning.

3.2 Human Resource Planning – Meaning

E.W. Vetter viewed human resource planning as “a process by which an organisation
should move from its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kind of people
at the right places at the right time, doing things which result in both the organisation and
the individual receiving maximum long-run benefit.”
According to Leon C. Megginson human resource planning is “an integrated approach to
performing the planning aspects of the personnel function in order to have a sufficient
supply of adequately developed and motivated people to perform the duties and tasks
required to meet organisational objectives and satisfy the individual needs and goals of
organisational members.”
Human resource planning may be viewed as foreseeing the human resource requirements
of an organisation and the future supply of human resources and- (i) making necessary
adjustments between these two and organisational plans; and (ii) foreseeing the

18
possibility of developing the supply of human resources in order to match it with
requirements by introducing necessary changes in the functions of human resource
management. In this definition, human resource means skill, knowledge, values, ability,
commitment, motivation, etc., in addition to the number/of employees.
Human resource planning (HRP) is the first step in the HRM process. HRP is the process
by which an organization ensures that it has the right number and kind of people, at the
right place, at the right time, capable of effectively and efficiently completing those tasks
that will help the organization achieve its overall objectives.
HRP translates the organization’s objectives and plans into the number of workers
needed to meet those objectives. The actual HRM process starts with the estimation of
the number and kind of people required by the organization for the coming period.
HRP is also known by other names such as ‘Manpower Planning’, ‘Employment
Planning’, ‘Labour Planning’, ‘Personnel Planning’, etc. HRP is a sub-system in the total
organizational planning. In other words, HRP is derived from the organizational planning
just like production planning, sales planning, material planning, etc.

3.3 Human Resource Planning – Definition

The organisation’s objectives and strategies for the future determine future requirement
of human resources. It only means that the number and mix of human resources are
reaction to the overall organisational strategy. If the intent is to get closer to people
possessing requisite qualifications, the organisation should act quickly.
Human Resource Planning or Manpower Planning (HRP) is the process of systematically
reviewing HR requirements to ensure that the required number of employees with the
required skills is available when they are needed. Getting the right number of qualified
people into the right job is the crux of the problem here.
In actual practice, this is not easy. Due to constant changes in labour market conditions,
qualified people possessing relevant qualifications are not readily available. The
organisation needs to go that extra mile, dig up every source of information and exploit
every opportunity that comes its way in order to identify talent.
HRP is simply not a process of matching the supply of people (existing employees and
those to be hired or searched for) with openings the organisation expects over a given
timeframe. It goes a step further in order to reach out to right kind of people at right time,
spending time, resources and energies. Without careful planning, advance thinking and

19
prompt actions, it is next to impossible to get competent and talented people into the
organisation.
Human resource planning is the responsibility of both the line and the staff manager. The
line manager is responsible for estimating manpower requirements. For this purpose, he
provides the necessary information on the basis of the estimates of the operating levels.
The staff manager provides the supplementary information in the form of records and
estimates.

3.4 Human Resource Planning – Need and Importance

3.4.1 Assessing Future Personnel Needs
Whether it is surplus labour or labour shortage, it gives a picture of defective planning or
absence of planning in an organization. A number of organizations, especially public
sector units (PSUs) in India are facing the problem of surplus labour.
It is the result of surplus labour that the companies later on offer schemes like Voluntary
Retirement Scheme (VRS) to eliminate surplus staff. Thus, it is better to plan well about
employees in advance. Through HRP, one can ensure the employment of proper number
and type of personnel.

3.4.2 Foundation for Other HRM Functions

HRP is the first step in all HRM functions. So, HRP provides the essential information
needed for the other HRM functions like recruitment, selection, training and
development, promotion, etc.

3.4.3 Coping with Change

Changes in the business environment like competition, technology, government
guidelines, global market, etc. bring changes in the nature of the job. This means changes
in the demand of personnel, content of job, qualification and experience needed. HRP
helps the organization in adjusting to new changes.

3.4.4 Investment Perspective

As a result of change in the mindset of management, investment in human resources is
viewed as a better concept in the long run success of the enterprise. Human assets can

20
increase in value as opposed to physical assets. Thus, HRP is considered important for
the proper planning of future employees.

3.4.5 Expansion and Diversification Plans

During the expansion and diversification drives, more employees at various levels are
needed. Through proper HRP, an organization comes to know about the exact
requirement of personnel in future plans.

3.4.6 Employee Turnover

Every organization suffers from the small turnover of labour, sometime or the other. This
is high among young graduates in the private sector. This necessitates again doing
manpower planning for further recruiting and hiring.

3.4.7 Conformity with Government Guidelines

In order to protect the weaker sections of the society, the Indian Government has
prescribed some norms for organizations to follow. For example, reservations for SC/ST,
BC, physically handicapped, ex-servicemen, etc. in the jobs. While planning for fresh
candidates, HR manager takes into consideration all the Government guidelines.

3.4.8 International Expansion Strategies

International expansion strategies of an organization depend upon HRP. Under
International Human Resource Management (IHRM), HRP becomes more challenging.
An organization may want to fill the foreign subsidiary’s key positions from its home
country employees or from host-country or from a third country. All this demands very
effective HRP.

3.4.9 Having Highly Talented Manpower Inventory

Due to changing business environment, jobs have become more challenging and there is
an increasing need for dynamic and ambitious employees to fill the positions. Efficient
HRP is needed for attracting and retaining well qualified, highly skilled and talented
employees.

21
3.5 Human Resource Planning – Organization
Every line manager is responsible for planning manpower of the respective department
and the top management is responsible for the planning of resources for the entire
organisation. The personnel department supplies relevant information and data to all the
line managers and helps those regarding interdepartmental transfers, promotions,
demotions etc. Personnel department also helps in using the techniques and forecasting
the manpower.
Personnel department forecasts internal mobility surplus or deficit of human resources
for the entire organisation, prepares action plans regarding redeployment, redundancy,
employment, development and internal mobility and submits plans to the management at
the top which either by its own or by appointing a committee reviews departmental plans
and overall plans, make necessary adjustments and finalises the plans. Personnel
department in its turn prepares modified plans for the departments based on finalised
overall plan and communicates them to respective heads of department.
Personnel department may co-ordinate the control activity of human resource plan and it
has to send coordinated reports to the management at the top for actual review, control
and monitor the human resource system. The management at the top may appoint a
committee consisting of heads of department and external identification of deviations,
reasons thereof and steps to be taken to correct the deviations. The committee further
helps the management in executing the programmes of corrections.

3.6 Human Resource Plan – Factors

Several factors affect HRP. These factors can be classified into external factors and
internal factors.
External Factors
 Government Policies – Policies of the government like labour policy, industrial
relations policy, policy towards reserving certain jobs for different communities
and sons-of the soil, etc. affect the HRP.
 Level of Economic Development – Level of economic development determines
the level of HRD in the country and thereby the supply of human resources in the
future in the country.

22
  Business Environment – External business environmental factors influence the
volume and mix of production and thereby the future demand for human
resources.
 Level of Technology – Level of technology determines the kind of human
resources required.
 International Factors – International factors like the demand for resources and
supply of human resources in various countries.
 Outsourcing – Availability of outsourcing facilities with required skills and
knowledge of people reduces the dependency on HRP and vice-versa.

Internal Factors:
 Company policies and strategies – Company policies and strategies relating to
expansion, diversification, alliances, etc. determines the human resource demand
in terms of quality and quantity.
 Human resource policies – Human resources policies of the company regarding
quality of human resource, compensation level, quality of work-life, etc.,
influences human resource plan.
 Job analysis – Fundamentally, human resource plan is based on job analysis. Job
description and job specification determines the kind of employees required.
 Time horizons – Companies with stable competitive environment can plan for the
long run whereas the firms with unstable competitive environment can plan for
only short- term range.
 Type and quality of information – Any planning process needs qualitative and
accurate information. This is more so with human resource plan; strategic,
organisational and specific information.
 Company’s production operations policy – Company’s policy regarding how
much to produce and how much to buy from outside to prepare a final product
influence the number and kind of people required.
 Trade unions – Influence of trade unions regarding number of working hours per
week, recruitment sources, etc., affect the HRP.

3.7 Human Resource Planning at Different Levels

23
Different institutions make HRP at different levels for their own purposes, of which
national level, industry level, unit level, departmental level and job level are important.
 National level – Generally, government at the centre plan for human resources at
the national level. It forecasts the demand for and supply of human resource, for
the entire nation.
 Sector level – Manpower requirements for a particular sector like agricultural
sector, industrial sector or tertiary sector are projected based on the government
policy, projected output/operations, etc.
 Industry level – Manpower needs of a particular industry like cement, textiles,
chemical are predicted taking into account the output/operational level of that
particular industry.
 Unit level – This covers the estimation of human resource needs of an
organisation or company based on its corporate/business plan.
 Departmental level – This covers the manpower needs of a particular department
in a company.
 Job level – Manpower needs of a particular job family within department like
Mechanical Engineer is forecast at this level.
 Information technology – The impact of information technology on business
activities, human resource requirement and human resource plan is significant. It
requires multi skilled experts, preferably less in number.

3.8 Human Resource Planning – Prerequisites

There should be a proper linkage between HR plan and organizational plan.
 Top management support is essential.
 Proper balance should be kept between the qualitative and quantitative
approaches to HRP.
 Involvement of operating managers is necessary.
 Proper alignment between short-term HR plans and long-term HR plans should
be there.
 HR plan should have in-built flexibility in order to adopt environmental
uncertainties.
 Time period of HR plan should be appropriate to needs and circumstances of the
organization.

24
3.9 Human Resource Planning – Relationship with Other Personnel
Processes
From a systems view, human resource planning is interrelated with many of the
organization’s other endeavors in personnel management. The strongest relationship
exists between human resource planning and selection. In fact, all selection efforts really
are an integral part of the whole human resource planning process.
Organizations that have either stable or increasing human resource needs must go into
the external labour market and hire employees even though they generally follow a
promotion-from within policy.
In addition, human resource planning is related to both performance appraisal and
training and development. Performance appraisals can pinpoint the skills that will be
required for employees to move into higher-level positions via promotion, while training
and development efforts may then be designed to provide these skills.
To meet organizational goals, human resource planning seeks to ensure that the
organization’s demand for individuals at any particular time will be just met by available
human resources. This view assumes that “stockpiling” employees at levels greater than
needed and being understaffed are both undesirable.
This assumption represents a major difference between planning for human resources
and planning for non-human resources. Although it is generally unacceptable to stockpile
or build inventories of human resources, organizations may find it necessary or desirable
to build up raw materials or finished-goods inventories.
It is unacceptable to hold human resource inventories for three reasons. First, human
resources are costly and it may be difficult to justify the expense of excess personnel.
There are sounder and more cost-effective options available to personnel planners in
business firms. Second, excess people are not engaged in productive work, and are likely
to be bored and frustrated by the lack of anything constructive to do.
Such boredom and frustration can create problems because excess people may make
unnecessary work for productive people and may even inhibit the firm’s total productive
efforts.
Third, since human resources, particularly skilled and professional people, may be in
short supply, taking productive workers out of the economy’s labour pool may be
considered socially unacceptable.

25
It is equally undesirable for an organization to operate with too few employees. As with
“stockpiled” employees, individuals may feel frustrated, but in this case because of
overwork rather than a lack of productive activity. This situation may also be
dysfunctional to an organization’s goals.

3.10 Human Resource Planning – Cost Contribution Analysis

Cost-contribution analysis of human resources is most important in HRP with a view to
plan for more effective human resource system. The human resource components
necessary to maximise employee contribution to the job and the organisation, and
minimise the cost, should be determined in advance with the help of human resource
accounting techniques.
The optimum human resource system should be planned and determined as the human
resources system is the control system in the organisation because it emphasises the
human contribution which critically influences the organisational effectiveness. Planning
the human resource system includes determining the type of human resource components
like creative and innovative skills and abilities, dynamism, leadership qualities,
commitment, identification with the organisation, etc., considering the measures to
acquire those human resources through recruitment, training and development and
adjusting the components.

3.11 Human Resource Planning – Responsibility

Human resource planning is the responsibility of the personnel department. In this task, it
is aided by the industrial engineering department, the top management and the team of
directors of different departments. It is mostly a staffing or personnel function.
The overall responsibility lies with the Board of Directors because, as the manpower
planning scheme of Hindustan Lever indicates, “these members are in a position to direct
the future course of business, set appropriate goals for the management concerned in the
formulation of personnel policies.”
The personnel department’s responsibility is “to recommend relevant personnel policies
in respect of manpower planning, devise methods of procedure, and determine the
quantitative aspects of manpower planning.”

26
 Chapter Four
Human Resource Planning on
Jamuna Bank Limited

27
28