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银行人力资源关系
这是一个普遍接受的事实，即每一个企业在经营上取得成功的，都将有一系列的目标，它包括目标和明确的目标，一些原则和现实的机会。它主要是一个确定的目标和地图，是由一个组织的管理来达到目标。企业在经营上的成功在于组织的能力，创造一个经营目标，这将有助于在合并任务和组织战略后达到目标。在未知领域的旅行将导致雇主和雇员有一个不愉快的结尾，这是一个损失。然而，随着一个量身定制的和详细的业务目标，公司走在成功的路上，这将提高业绩的目标和促进预期的利益相关者的成功，并确保它能够衡量既定目标的进展。
当今全球企业借助于先进技术，与现有的3.0网络和精密技术相结合，使其与商定和安排的目标相一致，具有组织的愿景和使命声明的要素，以达到其利益相关者的期望。
1.1汇丰银行的背景
2010年10月的金融时报宣布，汇丰银行银行是世界上最大的银行和金融机构之一。该银行总部位于伦敦的中心，所有金融机构都是以世界金融业务为基础的。该行存在于欧洲、非洲、中东、亚太地区和美国等87多个国家和地区。
根据该银行的网站，汇丰银行集团以其创始成员、香港上海汇丰银行有限公司的名字命名，在香港和上海设立了1865个，以资助中国和欧洲之间日益增长的贸易。
The relationship between banking human resources
It is a generally acceptable fact that every organisation with the intent to succeed in business will have set of objectives which outlines its aims and clear targets with some principles and chances of reality. It is majorly a set of defined target and map that is used by the management of an organisation to reach its goals. The journey to a success in business lies in the ability of the organisation to create a business objective which would help in merging the mission and strategies of the organisation into achievable targets. Travelling in an unknown territory will lead the employer and the employees into an undesirable end which is loss. However, with a tailored and detailed business objective, the company drives on a success road which will enhance the achievement of the goals and expectations of the stakeholders in general and ensure it is able to measure its progress towards to its stated aims.
The global businesses today with the aid of advanced technology, with current versions of 3.0 web and sophisticated technology align itself with the agreed and arranged set of objectives which has elements of the organisation's vision and mission statement to achieve the expectations of its stakeholders.
1.1 BACKGROUND OF HSBC BANK
HSBC Bank one of the leading and largest banking and financial organisations in the world as declared by the financial times in October, 2010. The bank has its headquarters situated in the heart of London where all able financial institutions are based for world financial businesses. This bank has presence in about 87 countries and territories in Europe, Africa, the Middle East, the Asia pacific regions and America.
According to the bank's website 'The HSBC Group is named after its founding member, The Hongkong and Shanghai Banking Corporation Limited, which was established in 1865 in Hong Kong and Shanghai to finance the growing trade between China and Europe.
The inspiration behind the founding of the Bank was Thomas Sutherland, a Scot who as at that time was working as the Hong Kong Superintendent of the Peninsular and Oriental Steam Navigation Company. He realized that there was considerable demand for local banking facilities both in Hong Kong and along the China coast and he helped to establish the Bank in March 1865. Then, as now, the Bank's headquarters were at 1 Queen's Road Central in Hong Kong and a branch was opened one month later in Shanghai'.
HSBC bank is listed on the New York, Paris, Hong Kong, Bermuda and the London stock exchanges with its shares being held by about 220,000 shareholders in 124 countries and territories. The bank provides different financial services to more than 100 million customers through the following four customer marketing strategies which work for the group and global businesses. These are:
Personal Financial Services
Commercial Banking;
Global Banking and Markets; and
Private Banking
1.2 OBJECTIVE OF THE PROJECT
The objective of this project cannot be overemphasized. It has the basis of determining basis that can be used in the future by the bank to upgrade the system of operations in the bank. These include:
To carry out an understanding on the business objectives of HSBC Bank.
To carry out an analysis on Human Resources management in HSBC Bank.
To analyse the relationship between the bank's Human Resources activities and its business objectives.
To carry out a stakeholders analysis on the impact of HSBC's business objectives and its human resources.
To recommend on how this relationship can be improved upon to ensure a better HSBC bank in the future.
1.3 THE SIGNIFICANCE OF THE STUDY
Business objective is a fundamental issue in the success of any business in the whole world. Every human being that desire to take an action in life either positive or negative action would have a set of objectives with which it would follow to achieve the desire. More so, in the business world, objectives give the business a clearly defined target.
The significance of this study to HSBC Bank consist of the end point desire of the management on training and coaching which it spends a lot of its investment on for the members of staff as to enhance their capabilities through a strong Human Resource Management team so as to achieve its business objectives.
An effective business objective is expected to meet the following criteria:
Specific: every objective of the bank is aimed at what it does, the business objectives set must be exact on the products of the bank which is basically offering financial and investment services to its customers and stakeholders in general. This project will also bring to light some objectives which are not clearly monitored by the bank for effective turning point.
Measureable: in order to ensure a good basis for the target of the bank, its objectives should measurable in financial terms e.g. £5,000,000 in marketing and sales in the next quarter from branches and territories.
Agreed: agreement is such an important element of any union. The objectives must be agreed upon by all those (managers, supervisors, branch coordinators, territory coordinators, members of staff, team members and leaders and the investors) who are concerned in the achievement of the set business objectives.
Realistic: the success of the objectives lies in the available resources. The bank should base its objectives on the resources in hand.
Time: every target is timed. To ensure the project is measurable, it needs to be given a set time which could be at the end of the quarter, half year or annual i.e. at the end of the year.
1.4 RESEARCH QUESTIONS
This research has a lot of questions which will help in measuring the standard of the set business objectives for the bank. These include:
What are the business objectives of HSBC Bank?
What Human Resources Management system is put in place in the bank?
What relationship exists between the bank's business objectives and the human resources of the bank and its stakeholders?
What measures can be put in place to ensure the business objectives are achieved?
第二章-2.0 CHAPTER TWO
2.1 SOURCE OF INFORMATION
Source of information entails the form and methods adopted to acquire the information used on the subject matter. HSBC bank is a financial institution that allows sharing of information especially when it has to do with its corporate status and the organisations existence. Several methods of collecting information have been identified according to the type of research being undertaken. Glatthorn (1998) identifies five main types of research methods or instruments. These include:
Tests and measurements,
Interviews, observations,
Surveys and
Through the examination of documents.
Basically there are two types of source of information; these include:
Primary source
Secondary source
The interviews and questionnaires made up the primary research and the review of documents and literature, the secondary research.
2.2 DESCRIPTION OF METHODS USED IN COLLECTING DATA
Various methods are involved in the collection of data. These as classified above are primary and secondary source. Below is an explanation on each of the methods in the classification.
Primary Source - Questionnaires
The type of items in the questionnaires varies from simple, close-ended to open-ended and is based on the stated objectives. The close-ended questions carries pre-specified answers in multiple choice form in some instances.
In this way they could be quickly answered and there would hopefully be a higher response rate. (Glatthorn, 1998). The open-ended items were given to notable respondents to answer as freely as possible in their own words. This is also a way of gaining information which might not have otherwise been forthcoming because of gaps in the author's knowledge when designing the questionnaire. Items were also set based on the Likert scale because it was important to gain information on people's attitudes and feelings about certain issues in the organisation like how the business objective could affect the members of staff.
Interviews
The aim of interviews was to obtain information from specified personnel and departments. These sources had more informed knowledge than the general public in any organisation.
This was conducted in one of the branches of the bank, precisely Canary Wharf branch of HSBC. Issues relating to the business objectives of the bank were discussed and how it affects the human resources management of the bank. Three members of staff were interviewed (names withheld, but questions and responses would be analysed in the third chapter of this project work). The responses were mostly in the same direction portraying the bank as such that upholds its business objectives, the vision and mission statement as were set.
Secondary Source
The secondary source which includes review of documents and literature were part of the source adopted in this research work on the relationship between HSBC Bank's human resource activities and its business objectives. The bank's annual report reveals some statements made by the directors which reveal the concern of the bank for the advancement and progress of its human resources. Other documents from the bank reveal recent changes that occur to the human resource management of the bank. Books of renowned authors were also considered concerning the effectiveness of an organisation as it concerns shift upward or downward in business objectives. The works of management gurus like Michael Porters were also used to analyse the relevance of human resource management.
2.3 LIMITATIONS OF INFORMATION GATHERING
The success of any project work is always faced with some challenges which either hinder the reality or success of the project or open other ways by which the project can be carried out. The following are the limitations which were encountered during the process of information gathering:
Time constraint
Restriction to the level of information divulged by the staff
Privacy policy
Schedule of members of staff of the bank
Climatic condition
The above are well explained in the table below:
S/N
ISSUE
REMARKS
1.
Time constraint
Time is a necessity to all. The members of staff of the bank that would give accurate response to the issues raised had fixed schedules which include meetings, meeting deadlines, writing and submitting reports and preparing for the quarterly report of the bank. Time also as regards the opening time of the bank to receive visitors and the ending time allowed visitors.
Challenges also on personal time for other things which includes studying for exams, leisure time and time for other social activities.
2.
Restriction to the level of information divulged by the staff
Every organisation and human has got limit to what they can release most especially information about their business. Same goes with HSBC bank. There is a limit to the information that can be divulged by any staff of the bank. It was also realised that some of the staff are not ready to give any information which might affect the image of the bank.
3.
Privacy policy
Privacy is somewhat respected everywhere as it in HSBC bank. The bank has got some regulations concerning privacy which must be followed as to this, it affected the volume of information that would have made this report.
4.
Schedule of members of staff of the bank
Every member of staff has its work schedule for the day which must be fulfilled in other to carry on the business of the bank. This affected the concentration or attention given to me by the members of staff especially the senior staff.
5.
Climatic condition
The weather is also a factor that affected the level and rate at which this project work is completed. This project was made during the winter/spring. The cold weather affects the time to visit the library and time to return.
2.4 RESEARCH APPROACH
According to Glatthorn (1998) the procedures carried out should be detailed so that if necessary the research can be replicated. He added that readers would also be able to determine whether or not the findings can be trusted.
The author found that this was especially important when designing and administering the questionnaires and also in designing and conducting the interviews. It was important that the items be valid and reliable. Interviews or questionnaires are deemed to be valid when they measure what they are intended to measure (Burns, 2000). When the responses to questions asked produce similar results under the same occasions then those questions can be said to be reliable (Bell, 1993). Establishing the reliability and validity of items was very important since an item can be said to be unreliable and therefore lacking validity (Bell, 1993). Though reliable items are not necessarily valid as they can produce constant results but not measure what they had set out to measure.
The following are the plan of action to be followed in undertaking the research:
Define the research
Problem
Design the study
(Plan)
Select samples and
Instruments
Gather the data
Process and analyse
The data
Present the findings
(Self designed chart)
2.5 FUNDAMENTAL ETHICAL ISSUES AND RESOLUTIONS
This project work did encounter some fundamental ethical issues that need to be addressed and given probable solutions or resolutions in order to achieve the desired goal for embarking on the project. These fundamental issues cut across the involvement of the respondents, if there was any financial incentive given to gain access to the information required, possible psychological stress, ease of access to confidential information and other matters that affect the success of the project.
 Most importantly of all was gaining access to HSBC head office at Canary Wharf in London, the security at the reception almost denied access to the building despite going with a copy of the letter of access earlier sent to the bank. However, one of the desk officers came around and allowed me to gain entrance to the bank building. No incentive whatsoever was given to anyone. The branch manager at the Head office branch gave positive contributions likewise the desk officers who gave me the materials that were needed like the bank's interim report for year 2010, annual review report and sustainability report for year 2009. The psychological stress was minimal as most of the materials were adequate for the research work, the interviewee gave responses that assisted the analysis of the report.
2.6 BUSINESS/ACCOUNTING TECHNIQUES USED AND LIMITATIONS
This research work was more of qualitative research pattern which was constructed outside the systemic approach of a quantitative research method. The data collected to analyse this research was not subjected to any formulaic analysis for the purpose of generating the desired report. However, considerations were given to the analysis of the interim report of the banks using trend analysis.
One major limitation to the use of the trend analysis for the evaluation of the relationship between HSBC's human resource activities and its business objective is that the financial report did not reveal the actual amount expended on the wages and salaries.
第三章-3.0 CHAPTER THREE
RESULTS, ANALYSIS AND EVALUATIONÂ
This section of the project would highlight the achieved results from the tests carried out on the relationship between the bank's human resources strategy and its business objectives.
Like all banks, HSBC is out in the financial sector to make profit. The profit made is still returned to its shareholders. HSBC has maintained a core focus on basic principles. Achieving its aims and objectives by adhering to its values has allowed HSBC to maintain both profitability and high ethical standards.
3.1 HSBC BANK'S OVERALL BUSINESS OBJECTIVES
Like every organisations that are expected to have business objectives with which it execute its planned strategies for the year, fulfil its vision and mission, HSBC bank has set of business objectives with which it operates. HSBC's business objectives change on yearly basis. The bank's objective for year 2010 reads 'Our focus is on providing financial services which are competitive, transparent and responsive to customer needs' (Stephen Green - Group Chairman, May 2010).
According to HSBC.Com, the following are the bank's objectives which it would accomplish:
Outstanding customer service;
Effective and efficient operations;
Strong capital and liquidity;
Prudent lending policy; and
Strict expense discipline.
HSBC also stresses that commitment by employees helps to create long-term customer relationships, a keystone of the bank's profitability model. HSBC.com also states this is accomplished through attention to integrity, ethics and managerial oversight.
Its objectives are structured out of its strategic direction. As recorded in the bank's interim report for year 2010, it is as follows:
STRATEGIC DIRECTION
HSBC's strategic direction shows its position as 'the world's local bank', which put together the largest global developing markets banking business and a uniquely cosmopolitan customer base with an extensive international network and substantial financial strength.
There are some key trends which are shaping the economy with which the Group's strategy is aligned. It is focused on delivering superior growth and earnings over time by building on the bank's heritage and skills. There are three main business models which the bank has structured out for its customer group and global businesses; these show the bank's areas of natural advantage. These are:
Business with international customers - global banking and markets, private banking, the large business segment of commercial banking and the enormous affluent segment of personal financial services.
Business with local customers through commercial banking and mass the mass market segment of personal financial services; and
Product platform for example global transaction banking for products where global scale is possible.
HSBC BANK STRATEGY
The bank's strategy includes:
To align its presence with global trends
To invest in faster growing up coming markets
To focus businesses on international connectivity and scale benefits
To maintain financial strength.
HSBC BANK - VISION
HSBC bank strategy is to always invest in the aster-growing up-coming markets and to focus on business models that have international connectivity and scale advantage. The basic attraction of the bank's policy is that of maintaining capital strength and strong liquidity.
These strategies would not be achieved except in the light of the following:
Working through and valuing the customers
Considering the place of 'our people'
Working through the pace of technology
The HSBC Group set for itself annually financial objectives which are in line with the banks' business objectives. These include:
To strengthen the Group's tier 1 ratio by 250 basis points to 10.8% surpassing the target range;
To maintain a high liquid balance sheet with the ratio of advances to deposits ending below 80%, despite the impact of the low interest environment;
Reduction in loan impairment charges and to close the consumer lending branch in 2009;
To allow consistency of strong performance with the bank's continuing strategy
To ensure recovery in shareholders equity in year 2010;
To ensure effective cost control;
To ensure significant reduction in the group's own credit spread.
There are also non-financial objectives set for the senior management of the Group in their relevant balanced score card. These include:
Process objective which focuses on efficiency and qualitative measure. These in turn affect financial performance and mitigate against risk and
Working to meet customers' recommendation and brand health targets in year 2010 as the bank narrowly missed the brand health target for commercial banking but achieved that of the personal financial services and customer penetrating targets for wealth insurance.
The aims of HSBC are revealed through its slogan and business focus. Branding itself as "The World's Local Bank," HSBC continues to concentrate on local investment as an engine of economic growth. In addition, the company's four key businesses are:
Global Banking and Markets,
Private Banking, Commercial Banking, and
Personal Finance Services;
Each of these business sectors allows HSBC to harness global economic trends to service both its current and emerging markets.
3.2 HUMAN RESOURCES MANAGEMENT IN HSBC BANK
Human resource management is the system of approach adopted by organisations to ensure that the workforce of the entity is well maintained. It is a strategic approach to the management of an organisation's most valued assets - people working there who individually and collectively contribute to the achievement of its goals. (Storey, 1995).
Human resource management is an important section in the life of a business. They are responsible for the overall performance of the staff as well as their individual issues and wellness, the productivity of the employees absolutely affects the overall productivity of the company and therefore, the comfort of the employee at the strength of the company is been catered for. Some of its functions include keeping employee records, salary/payroll, and benefit management are critical to for company's operation and its workforce.
According to Gaynor Borade 'Human Resource Management involves the development of a perfect blend between traditional administrative functions and the well-being of all employees within an organization. The rate at which employees remain in an organisation is dependent on the manner in which the employees are treated by their. A Human Resource Manager ideally empowers inter-departmental employee relationships and nurtures scope for down-the-rung employee communication at various levels'.
The department is responsible for the development and application of ongoing research on strategic advances while hiring, terminating and training staff. The Human Resource Management Department is responsible for:
Understanding and relating to employees as individuals, thereby identifying individual needs and career goals.
Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a same organisational culture.
Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial measures in the form of workshops and seminars.
Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish professional and personal agendas, essentially in that order.
Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability.
Recruiting the required workforce and making provisions for expressed and promised payroll and benefits.
Implementing resource strategies to subsequently create and sustain competitive advantage.
Empowerment of the organization, to successfully meet strategic goals by managing staff effectively.
They are in charge of training and coaching in an organisation.
It is also responsible for the interdisciplinary examination of all staff members in the workplace.
HSBC bank is a customer focused respected international and global financial institution with the aim to be the 'Best Place to Work' for its employees. To achieve this requires a sound work environment with a strong Human Resource Management team which oversees the activities of the staffers and entirety of the group more than that which would have been done through personnel management.
Therefore, the bank focus on effective performance management, creative career planning, strong communications and corporate responsibility in order to ensure the continuous development. HSBC bank also aims to be an intuitive, sensitive, respectful and a fair financial institution that establishes long term relationships with its employees.
HSBC Bank receives the major guidance from members of staff in other to ensure a success at work. To enjoy a smooth ride at the bank, the bank focuses its actions on the areas that the employees point out by their feedback through the annual Employee Engagement Survey.
Training Opportunities
Education and training programs are designed, in accordance with the Bank's objectives and strategies, to meet the personal and career development needs of all of its employees. In addition, classroom learning, on-the-job training and e-learning are used extensively.
All necessary technical and skill trainings are provided to employees so that they are enhanced in their roles.
Employees, who work in positions that require certification, are provided with all the educational support they need to receive their certifications, with common examples being SPK (Capital Markets Board), BES (Banking Education Certificate) and First Aid certification.
For those just starting their jobs, in-depth guidance and orientation programs are provided regarding their positions and the team in which they will work, with job adaptation training also being provided. Just as there are special training programs designed for specific positions and units (management trainees, telephone banking, teller, etc.), there are also common training programs that all new hires must attend.
While some training programs are offered internally by staff trainers who are experts in their fields, others are provided by third-party training companies. In addition, for some training requirements, the bank takes advantage of the Group's resources and sends staff to courses in other countries.
E-Academy, the bank's web-based education and training system collects all training applications under one roof. Every employee has their own password for the e-academy and since it is web-based they can access it from any place where there is an Internet connection.
By using this platform to convert training programs that do not have to be classroom based into e-learning, HSBC does not only ensure that everyone receives the training they need quickly, but also are able to minimize the amount employees are required to travel. Employees can connect to the system remotely and do their training from the comfort of their own homes.
The E-Academy is not only a platform for e-courses. The system also provides employees with a wide range of documents they can read.
Compensation and Benefits
 HSBC maintains a 12 month salary payment policy.
Benefits:
Health Insurance (wife/husband and children without any private insurance are also covered)
Life Insurance
Pension plans with corporate contribution
Transportation (Service buses for head office departments)
Lunch tickets
Loan for staff
Annual leave with pay
Below is a chart showing the employee profile of the bank to show the strength of the HR at a glance.
Employee Profile
HRM Programmes in HSBC
Learning and development
The HR Management programme provides first hand exposure to a number of the key areas that make up HR and gives members of staff the opportunity to combine on the job learning with ongoing formal training and study.
Members of staff would be expected to drive their own development but with the support of their placement line manager and HR scheme sponsor staffers should have no trouble in gaining the skills and experience needed to make ready for the first HR management appointment.
Formal training
At the outset, staffers are to complete an induction programme which will give an overview of the different areas of HR as well as HSBC's business areas in the UK. They'll also be able to network with HR managers and other management trainees.
Throughout a period of two years staffers would have the opportunity to attend a series of workshops and communication events that will update their knowledge of HR issues both inside and outside HSBC.
On the job training
Members of staff also learn an incredible amount through normal work, getting to grips with the particular issues dealt with on a day to day basis via HR.
Throughout the programme staff will undertake various projects for their placement line manager, work with a range of HR relationship managers, and also experience HR in a non competitor organisation as well as HR in another area of HSBC group. This could well involve an international placement.
Networking
Building up a network of colleagues and friends throughout the organisation is also an important part of staff development. During the period of two years for training, staff get to meet not only colleagues on the scheme but also other graduate trainees and network with senior managers inside and outside HR. Cultivating these relationships will enable staff to develop career at HSBC.
3.3 THE RELATIONSHIP BETWEEN HSBC BANK'S HRM AND ITS BUSINESS OBJECTIVES
HSBC bank is such with a wider network which allows for international human resources management as the bank has its presence in more than a continent.
Below is a chart showing the relationship between HSBC bank's HR and business objectives.
The table above shows the link between HSBC bank's HRM and its performance from its business objectives. It shows that the perfect link the exist between HSBC bank's business and HR objectives would lead to effective practice in the bank which would in turn be a driver for the employees (motivator), this produces competent and committed employees that work towards achieving god services to the customers and at the end results in financial performance.
Alan Keir, currently global co-head of Commercial Banking and head of Commercial Banking Europe has now been appointed global head of Commercial Banking with effect from 1 January 2011. He becomes a Group managing director and joins the Group Management Board chaired by Group chief executive-designate, Stuart Gulliver. This is one of the effects of good human resource management in HSBC Bank.
3.4 THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON THE BUSINESS OBJECTIVES OF HSBC BANK.
The following are some of the impact of HRM on the business objectives of HSBC bank:
Leads to and enhances performance (financial, human, customer and stakeholders as a whole).
Smoothens work relationship amongst staffers and the employees to the employers.
Helps to manage the LIFE of every employee of the bank in a moderate and considerable manner.
The HRM system in place helps to administer the bank's policies concerning staff growth in the group.
It smoothes the relationship between the staffers and the management.
3.5 IMPACT OF HRM ON HSBC BANK'S STAKEHOLDERS
HSBC operates in more than 80 countries and territories around the world, providing financial services to over one hundred million customers. The bank's success depends on the commitment and engagement of its employees and the satisfaction of its customers; however there also other stakeholders of the bank that are also catered for.
Employees
HSBC recruit the best people regardless of age, gender, disability or ethnicity. We aim to attract employees who will be committed to a long-term career with the Group, offering a competitive reward package and career development opportunities within a strong organisation with sound values through the help of a good HRM.
The bank's annual Global People Survey acts as a barometer for employee engagement and satisfaction, with a 91% response rate in 2009. HRM practiced in HSBC is such that encourages members of staff to do more and in fact give openings for more to come in to the bank.
HSBC HRM encourages employees to take part in local volunteering programmes. This is a key community investment initiative that incorporates opportunities for employees to get involved by giving their time and sharing their expertise. Employees can also apply to become Climate Champions under the HSBC Climate Partnership.
Non-governmental organisations and charities
HSBC work closely with non-governmental organisations (NGOs) and charities globally. For example, the bank has a longstanding relationship with WWF and is currently supporting the charity in its global conservation efforts under the HSBC Climate Partnership. We are also working with Earthwatch, The Climate Group and the Smithsonian Tropical Research Institute as part of the same programme. The HR department of the bank brings all this to the notice of the employees and oversees how they can be part of these programmes.
The bank also engages members of staff with NGOs to understand their concerns and to share our approach to managing sustainability risk. HSBC also participates in industry-specific initiatives such as the Roundtable on Sustainable Palm Oil (RSPO), a certification scheme for ensuring a legal, sustainable supply of palm oil.
Governments and regulators
HSBC's Group Chairman and senior executives engage with governments and politicians around the world to raise awareness of HSBC's business model and to promote regulation that encourages efficient, competitive, vibrant and stable economies. This is an initiative of the HR department of the bank as this will involve the members of staff too at various stances.
Customers
HSBC aims to offer customers around the world a consistently high quality service and experience using the benefits of its scale, geographic reach and strong brand.
This can be done through well managed employees.
Shareholders and analysts
The HR department of HSBC engage the bank's shareholders on an ongoing basis, holding regular meetings with fund managers and analysts. In 2009 HSBC ran a programme of over 900 meetings with institutional investors, including those with a special interest in the Sustainable and Responsible Investment (SRI) sector.
Suppliers
Human resource of HSBC ensures that suppliers are treated in a likely manner as they are also part of the success story of the bank at every point in time. Staffers are trained and coached on how they attend to suppliers and this in turn help the financial performance of the bank.
3.6 DIFFERENCE BETWEEN HUMAN RESOURCE MANAGEMENT AND PERSONNEL MANAGEMENT
Personnel management and Human resources management are two management systems that can be used interchangeably. There are different school of thoughts with different definitions and measurement for PM and HRM. However, it is notable that personnel management advanced to Human resources management.
Some school of thoughts believes that HRM continued its function from where PM stopped. This explains that PM only focuses on staff pay and possible recruitment while HRM focuses more on the entire concern of the staff from recruitment down to benefits of the staff while at work and at the end of his/her service with the organization.
Also, PM can be seen to cover of more administrative disciplines of payroll issues, employment law compliance and all other related tasks. On the other hand, HR is more concerned with the management of a workforce, as this is one of the key resources that drive the day-to-day operations of a company; hence its success.
At any point in time when Whenever distinction is made between Human Resources and Personnel management, HRM is always regarded as that which has a broader view of the workforce than personnel management. Human Resources, it is said, embody and elaborate tasks of Personnel management and at the same time, create and develop teams of employees for the advantage of the company. One of HR's primary goals is to provide a suitable environment for employees to fully utilize their skills, and work at maximum efficiency levels.
The tasks that are common within Personnel management include the traditional, routine duties; thus, it is generally described as reactive, i.e. only responding to demands as they arise. Human resources, on the other hand, involve continuous innovation and strategizing to manage a company's workforce more efficiently. It is, therefore, generally considered proactive. There's an ongoing development of policies, functions and skill assessments all aimed at improving the company's workforce.
Conclusively, Personnel management has its concern more on payroll and similar tasks, while HR is concerned with the overall management of a company's workforce.
Personnel tasks are reactive, while HR tasks are generally proactive, and continuous.
Personnel management is considered independent from organizational influences, while HR is dependent on input from some employees, like senior management
3.7 FINANCIAL IMPLICATION OF HSBC BANK'S HRM ON THE BANK'S BUSINESS OBJECTIVES
The operation of a standardized Human Resources Management in HSBC bank has accrued into the enlargement of the bank's financial status which includes its spending and the benefits that accrue to it. The benefits include:
Improved working standard of the members of staff.
Improves team participation.
Well trained staff that relates with customers which leads to customer satisfaction.
Ability to meet up with individual and group challenges of the members of staff in the group.
Enhances participative and motivated workforce with structured leadership.
The effect can also be drawn out from the interim management report of the bank for year 2010 as follows:
The following items are significant in a comparison of the first half of 2010's underlying results to 2009:
' A change in the basis of delivering death-in-service, ill health and early retirement benefits for some UK employees generated an accounting gain of £322 million in the first half of 2009 in Total operating expenses'.
第四章-4.0 CHAPTER FOUR
4.1 CONCLUSION
HSBC bank as a bank like every other institutions cannot work effectively except there is an established Human Resources that manages its human resources wich is basically dependent on man. Without the presence of man as a process completer in any establishment, the machineries on ground would not function. Therefore, HSBC's success lies in the strength of its work force.
This helps the bank to develop its professional competencies and to further assist the bank in the fulfilment of its mission and achievement of its Strategic Plan goals.
The HRM set up in HSBC also help as a process enhancement of Human Resources systems, processes, procedures and policies using the principles of continuous quality improvement and excellent and seamless client service and also improve on the review of the bank's system.
Human Resources will support the enhancement of HSBC's performance through competitive positioning, policies and programs, appropriate assessment, recognition and reward mechanisms.
Human Resources will develop and deliver training programs to help staff and managers accomplish the goals of the HSBC bank Strategic Plan.
Human Resources will support implementation of Affirmative Action Plans and expand diversity outreach and training efforts.
Human Resources will assist in development of appropriately future-focused labour management philosophy and supporting strategies.
Human Resources will provide support of Enterprise Resources Planning (ERP) initiatives, including change management, and systems development activities.
4.2 RECOMMENDATION
From a business and supportive definition, Human Resources Management is such a paramount and needful resource in every organisation and financial institutions like the HSBC bank. The full practice of HRM according to management authors like Alan Price, Wendy Bliosi, Elton Mayor, Fredrick Taylor helps develop an organisations vision statement, mission statement and goals and above all, leads to achievement of the primary aim of establishing business which is to maximise profit.
Human resources for HSBC bank will lead to some futuristic vision with which the bank can continue to move forward. These include:
1. Availability of a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection.
2. In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, team-work and inter-team collaboration.
3. Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities.
4. Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically.
5. For performance appraisal of the employee's emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self-review.
6. 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold.
7. More emphasis should be given to Total Quality Management. TQM will cover all employees at all levels; it will conform to customer's needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization.
REFERENCE
BOOKS
Gillian Hang Seng 'The Ever-growing Bank Chambers', Hang Seng Bank, (1991)
Holmes, A R and Green, Edwin Midland: 150 Years of Banking Business (Batsford, 1986)
Jones, Geoffrey 'The History of The British Bank of the Middle East', 2 volumes (Cambridge University Press, 1986-87)
King, Frank H H The History of The Hongkong and Shanghai Banking Corporation, 4 volumes (Cambridge University Press, 1987-91)
Muirhead, Stuart Crisis Banking in the East: The History of the Chartered Mercantile Bank of India, London and China, 1853-93 (Scolar Press, 1996)
Michael Armstrong, Human resource management practice, 10th Edition, (2006)
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