Analysis of HR Systems at Standard Chartered Bank (UK)

This report conducts a comprehensive analysis of the HR systems within Standard Chartered, a prominent UK-based global banking organization. The analysis identifies strategic issues faced by the bank concerning the effective implementation of Strategic Human Resource Management (SHRM) practices, particularly in the context of a diverse workforce and the need for standardized HR policies across international regions. The report explores SHRM practices in various sectors, including oil and gas (British Petroleum), retail (Tesco), hospitality (ITC), and manufacturing (Rio Tinto), to benchmark and derive insights. It then proposes a training strategy and a strategic HR implementation plan tailored for Standard Chartered, encompassing SHRM policies, HR planning, recruitment, selection, and performance appraisal strategies, with the ultimate goal of creating a high-performance and competitive organization within the global marketplace. The report emphasizes the importance of addressing cultural diversity, employee training, and standardized HR practices to enhance talent management and overall organizational success.

Running head: HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
HR Systems Analysis of Standard Chartered
Name of the University:
Name of the Student:
Authors Note:

1HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
Executive Summary
certain strategic issues are observed to be faced by Standard Chartered regarding effective
implementation of SRHM practices in UK that is required to be addressed by the Board of
Directors of the company. The objective of the report was to analyse the HR processes and
practices within a global organisation in the UK banking sector such as Standard Chartered.
Being human resource management consultant advices will be offered to the banking
organisation regarding restructuring of its HR practices that can facilitate the company in
competing more effectively within the international marketplace.

2HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
Table of Contents
1. Introduction..................................................................................................................................4
2. Strategic Issues to be addressed in Standard Chartered...............................................................5
3. Reflection on Different SHRM Practices from Various Business Sectors..................................6
3.1. SHRM Development and Practices from Various Business Sectors....................................6
3.1.1. SHRM Development and Practices in UK Oil and Gas Sector (British Petroleum).....6
3.1.2. SHRM Development and Practices in UK Retail Sector (Tesco).................................8
3.1.3. SHRM Development and Practices in UK Hospitality Sector (ITC)............................9
3.1.4. SHRM Development and Practices in UK Manufacturing Sector (Rio Tinto)...........11
3.1.5. SHRM Development and Practices in UK Healthcare Sector (HCA Healthcare)......12
4. Training Strategy for Standard Chartered in Creating High Performance Organisation...........13
5. Strategic HR Implementation Plan in Creating High Performance Organisation.....................15
5.1. SHRM Policies and Practices.............................................................................................15
5.2. HR Planning........................................................................................................................17
5.3. Recruitment.........................................................................................................................19
5.4. Selection.............................................................................................................................20
5.5. Performance Appraisal Strategies.......................................................................................20
6. Conclusion.................................................................................................................................23
References......................................................................................................................................25

3HR SYSTEMS ANALYSIS OF STANDARD CHARTERED

4HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
1. Introduction
Strategic human resource management (SHRM) is considered as a philosophy of
managing the employment relations with the employees working in the organisation.
Implementation of SHR strategies ensures high performance of employees to make the
organisations highly adaptive, competitive along with effective within a turbulent competitive
business environment (Barrick et al. 2015). SHRM considers implementing innovative practices
related with business operations along with employment relations. In the current report, one of
the renowned international organisations operating within the banking sector of UK will be
selected like Standard Chartered for analysing its HR practices and strategies effectiveness.
Standard Chartered Plc. is a renowned British multinational banking and financial services
company that is positioned as seventh largest bank all over the world that serves more than seven
million consumers all over the world. The financial performance of the bank signifies that the
organisation is attaining its business goals of offering better services and products to its target
consumers (Hsbc.co.uk. 2019).
The objective of the report is to analyse the HR processes and practices within a global
organisation in the UK banking sector such as Standard Chartered. Being human resource
management consultant advices will be offered to the banking organisation regarding
restructuring of its HR practices that can facilitate the company in competing more effectively
within the international marketplace. Strategic issues faced by the selected banking organisation
will be analysed so that suitable strategic HR implementation plan can be crated for facilitating
Standard Chartered in creating a high performance as well as competitive business. N effective

5HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
HR implementation plan for the bank will take into consideration SHRM, HR planning,
selection, recruitment long with performance appraisal strategies (Bin 2015).
2. Strategic Issues to be addressed in Standard Chartered
Over the years, Standard Chartered has attained exceptional performance and positioned
itself as leading banking organisation in UK as well as internationally. The banking organisation
has always been responsible in making an employee high performing individuals in the
workplace to make them meet the demands of the changing environment. The bank focuses on
training employees in a way that they follow all the ethical rules existing within the society and
offer services as per as demanded by the society (Bailey et al. 2018).
However, certain strategic issues are observed to be faced by Standard Chartered
regarding effective implementation of SRHM practices in UK that is required to be addressed by
the Board of Directors of the company. HSBC is an international banking organisation that is
evidenced to deal with certain risky situations associated with human talent management that is
the most important asset if the organisation in attaining better financial performance (Bratton and
Gold 2017). In order to attain full commitment from the employees the banking organisation is
intended to develop innovative human resource practices and policies. In addition, the bank is
also striving to remain conscious regarding the cultural diversity if its employees as it have
spread its branch networking several areas of the world where employees belong to different
cultural backgrounds. For this reason, HSBC needs to ensure that its SHRM practices must be
different in various regions of the world (Caloghirou et al. 2018).
Increasing globalisation has generated more awareness regarding the need of the HSBC
Holding’s HR mangers to be highly sensitive towards the cultural aspects in the SHRM process.

6HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
In such challenging situation faced by the bank suitable human resource management ensure
better understanding of the values and beliefs of employees belonging to distinct cultural
backgrounds that is drastically affecting the key performance areas of the bank (Cavanagh et al.
2017). Considering same, Standard Chartered in UK have realised that if the bank do not
implement specific HRM polices as well as practices it can complicate the situation of effective
talent management rather than resolving it. In the context of HSBC, another strategic issue that
has been identified is that the bank is facing concerns regarding implementation of standardised
SHRM system with standard policies as well as practices in UK as well as in the international
regions. The bank is also making attempts in addressing the concern of developing competitive
training and development policies and practices for its employees that can ensure high job
performance among employees globally as well as their career growth (Chowhan 2016).
3. Reflection on Different SHRM Practices from Various Business Sectors
3.1. SHRM Development and Practices from Various Business Sectors
3.1.1. SHRM Development and Practices in UK Oil and Gas Sector (British Petroleum)
SHRM training and development methods are employed by British Petroleum in
improving competence as well as performance of the senior employees to deal with global
challenges faced by the company in the oil and gas sector (Chuang and Lin 2017). From
analysing the strategic HR practices of the company in ensuring high performance of employees
I have gathered that British Petroleum HR strategies are focused on recruitment and selection,
training and development methods along with employing suitable employee appraisal
techniques.

7HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
Figure 1: Holistic SHRM Model of British Petroleum
(Source: Dayan, Heisig and Matos 2017)
I have analysed that British Petroleum follows a holistic SHRM model that focuses on
developing strategies on communication, teamwork along with utilisation of the individual
employee talent. Offering training on employees based on the aspects educated in the above
HRM model is generally observed to be concentrated on the soft aspects of HRM (Fayyazi et al.
2015). I have observed that in operating business successfully within the oil and gas sector,
British Petroleum has developed a reward system to attract and motivate employees. The
company gives increased values to develop specialist skills along with technical expertise along
employees to ensure suitable growth of the company internationally. The recruitment strategies
of British Petroleum include internal talent pool, e-recruitment, external recruitment strategies
along with employer branding (Greene 2018).

8HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
I have also learned from observing the HRM policies and practices implemented in
British Petroleum that the suitable employee selection strategies employed in the oil and Gas
Company includes an executive interview along with one-on-one evaluations. Such selection
techniques employed by the company facilitates in revealing the attitudes and personality traits
of these employees (Hopkins and Markham 2018). These strategic HRM based employee
selection processes also includes role-planning where senior employees are put into close
monitoring. Considering same, employee selection in the company is observed to be based on
group contributions along with individual employee contributions. I have also revealed that the
performance appraisal and promotion based SHRM strategy of British Petroleum is focused on
ensuring continuous improvement of employees through implementing approaches of 360 degree
evaluation and balanced scorecard (Jacobson and Sowa 2015).
3.1.2. SHRM Development and Practices in UK Retail Sector (Tesco)
From evaluating the SHRM practices implemented within the retail industry of UK I
have gathered that Tesco has positioned itself as the largest retailer in the country as well as
globally. I have also attained an understanding that this retail organisation has developed its
human resource strategy that focuses on training and development of employees, consultation
and communication along with introducing rewards and benefits that is associated with attaining
employee performance targets (Kasasbeh, Harada and Noor 2017). I have also realised that
Tesco implements triple-headed HRM model that has been supporting the retail organisation to
successfully retain and recruit highly motivated employees that can present a professional service
to consumers. The first SHRM strategy of Tesco following this model is graining programme
named “Options Development Program” in which employees and select and attain skills in order
to ensure career growth (Lewis 2019). The second SHRM strategy of the retail company

9HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
following this model is communication and consultation where Tesco makes better attempts in
obtaining views of employees on issues that impacts their high performance in the workplace. I
have also analysed that “bottom-up” feedback approach is common in retail companies like
Tesco that has international presence. This strategy is also implemented by the company in their
selection process in the form of “face-to-face” interview (Lussier and Hendon 2017). After
selecting right employee fir the right job the retail company ensures to take annual employee
survey that remains confidential. Responses gathered from such surveys reveal the issues faced
by employees in the working process so that they can be addressed to attain maximum returns.
The third approach of Tesco’s SHRM strategy model is associated with introducing
employee rewards and benefits in encouraging their high performance within workplace. In this
strategic HRM practice, the retail company makes best efforts in maintaining competitive edge
over its major supermarket business rivals through offering a high basic wage to employees. This
is further improved with growing years by long term reward plans and share bonuses for
employees in motivating them to deliver best quality services in the industry (Madera et al.
2017). From analysing SHRM practices at Tesco I have realised that HRM in retail industry
involves several activities associated with recruitment talent analysis, maintaining good working
environment and reward programs focussed on retaining employees with exceptional
performance and to ensure that the workforce is treated equally.
3.1.3. SHRM Development and Practices in UK Hospitality Sector (ITC)
From analysing the SHRM practices and development strategies of ITC UK I have
realised that in order to sustain a competitive advantage within the hospitality business
environment that offers the company with futuristic vision onwards attainment of high
performance of employees and business growth (Meyer and Xin 2018). The strategic HRM

10HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
practices of the hotel in UK for ensuring high performance of employees includes activities such
as selection, recruitment, training and rewarding employees that facilitates the company in
attaining the goals and objectives of the company. The training programs of ITC are focussed on
nurturing knowledge, creativity and entrepreneurship. Through its employee development
programs, the company ensure that the employees work commitment and quality is increased
through enhancing their ideals and values (Mogaji and Danbury 2017). Nurturing talent is one of
the major objectives of ITC following SHRM approach in its business focused on making the
business highly consumer centric, high performance organisation along with creating values for
all its stakeholders.
The performance appraisal approaches of ITC include the strategy of “Change
Champion” where the company considers constant evaluation of the employees’ performance
within the hotel operations (Mone and London 2018). The employees’ high performance is
analysed through evaluating their acquired knowledge regarding ability to execute successful
change approaches that makes the HR professional highly capable to consider successful
implementation of change structures by employees. I have also attained evidences that for
indicating such exceptional workplace experience, the employees in ITC UK are recognised
trough rewards that minimises employee dissatisfaction and resistance to perform exceptionally
in the workplace. I have also observed that the major SHRM policy of ITC in UK is to uphold
the international human rights standards in generating a working environment where the human
rights are respected without any prejudices (Muduli 2015). The recruitment strategies of the hotel
group in UK are basically segmented into two categories such as internal and external sources.
Selection of employees from internal sources is done if employees fill up the vacancies from the
existing staff if they fulfil the criteria of being suitable for the vacant position.

11HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
3.1.4. SHRM Development and Practices in UK Manufacturing Sector (Rio Tinto)
From analysing Rio Tinto’s redesigned SHRM practices and structure I have realised that
it has developed effective strategies in encouraging high performance of its employees within the
manufacturing industry. In addition, I have also observed that the metals manufacturing company
of UK has implemented several SHRM strategies related with employee selection, training along
with appraisal and development programs through which the company has leveraged its HR
personnel to accomplish any complex risks with sensitivity and speed (Noe et al. 2017). The
manufacturing company is observed to employ “3D Model” of SHRM in implementing best HR
practices in the industry that includes aspects of design, determine and deliver and enhancing
employee performance through focussing HR strategies and policies on people, process,
structure and systems. Rio Tinto focuses on improving employee engagement towards high
performance through introducing HR programs focussed on five major areas that includes
payroll, benefits, compensation, recruitment along with training and development. The HR
departments of Rio Tint in all its business units internationally focuses on harmonising its SHRM
practices and policies through implementing competitive strategies in the industry like
continuing to pay off employees while in recession (Ostroff and Bowen 2016).

12HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
Figure 2: Vroom’s Expectancy Theory of Rio Tinto
(Source: Paauwe and Boon 2018)
As per the Vroom’s expectancy theory, Rio Tinto has considered that there is a
relationship between employee workplace behaviour and rewards. The SRM strategies are
developed by the company based on the fact that employee expectancy is governed as per their
training and job description along with the education background and competency of the
employees working within the organisation (Potnuru and Sahoo 2016). In ensuring high
performance of employees within the workplace, promotions are also prioritized as a vital HRM
strategy in order to maintain a healthy employee relationship along with motivating them to
perform better in the workplace. The company also carries out feedback sessions with its
employees in an attempt to understand their level of satisfaction along with their needs. Further
training sessions carried out by Rio Tinto facilitates in understanding compete of their employees
and keeping track of their performance (Reilly and Williams 2016).
3.1.5. SHRM Development and Practices in UK Healthcare Sector (HCA Healthcare)
In ensuring high performance of employees in the workplace the healthcare organisations
in UK such as HCA Healthcare considers following certain strategic SHRM approaches in an
attempt to attain strategic business objectives of the hospital. I have gathered from analysis of the
case study of HCA Healthcare that the hospital employs best-fit and best-practice model in
recruiting and utilising a highly committed and capable workforce in ensuring maximum output
of employees in workplace (Rogers 2016). In the best practice strategy, the healthcare company
focuses on implementing HR planning, recruitment and selection, HR development approaches
such as training a career planning. I have also observed that in HCA Healthcare increased focus

13HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
is provided on attaining high performance of employees that is considered vital in providing best
healthcare services to patients. In following such strategic business objectives, the healthcare
organisation has introduced direct and indirect financial compensation along with non-financial
compensations. These are in the form of health and safety and labour relations. Such SHRM
strategies have facilitated the hospital to attain best behaviour of employees towards work
(Sanghi 2016).
4. Training Strategy for Standard Chartered in Creating High Performance Organisation
Shin and Konrad (2017) defined that there are two types of HRM model that includes hard
and soft model that supports in addressing the workforce requirements. Soft model is deemed to
be highly employee oriented and the hard model and offers chance to the employees to grow in
the workplace. Standard Chartered is observed to implement both the HRM models based on the
changes in the business situations.
 Hard Model of Training- This training model is also considered as a matching model or
the best fit initiative of extracting maximum potential from the employees through
training them to work for the benefit of the company. Employees are trained the skills
needed for their respective jobs and are considered as a tool for the company to attain
business goals. Standard Chartered generally do not employ hard training model but the
bank’s cashing sections were the functions are at routine (Sloman 2017).
 Soft Model of Training- This training model offers utmost consideration to employees
in developing their skills for the betterment of the company, where the employees are
motivated to attain the organisational goals. Soft model based training is considered
relevant in Standard Chartered as it involves raining employees to work innovatively and

14HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
creatively. HSBC mainly follows this training model for training its employees and to
preserve their rights within the organisation that can further increase their productivity in
workplace (Sparrow, Hird and Cooper 2015).
Considering the strategic issues faced by Standard Chartered, an effective training strategy
must be implemented by the banking organisation that can facilitate in creating high performance
among employees and the bank can attain strategic competitive advantages. In the context of
HSBC, it is considered to organise and design training programs by the regional training teams.
In this training imitative the respective HSBC mangers of each nation will be responsible for
implementing the training programs within the local offices. The training methods that are
considered to be important to train employees in ensuring their high performance include
management, leadership, language and technical skills training (Stewart and Brown 2019). In
addition, for the bank’s employees working in UK is considered to be provided with special skill
training such as classroom based training, off-job and on-job training through multimedia
medium such as e-training. Through evaluating the employee training and development
programs employed in Standard Chartered it can be stated that it attempts to make its entire staff
competent by means of developing their necessary workplace skills and talents. Through
developing suitable training programs the Standard Chartered were able to enhance their
individual performance along with that it can facilitate in ensuring better organisational
performance (Stone et al. 2015). One of the imperative strength of the organisation can be
attained from training and development programs that can increase the HSBC’s performance. On
the other hand, training and development programs of HSBC can also facilitate the banking
institution in the future years to enhance work efficiency through decreasing wastage. Trained
employees can attain capacity of high and improved performance for offering services at

15HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
competitive prices and position itself as one of the bank that offers best banking consumer
services in the world.
5. Strategic HR Implementation Plan in Creating High Performance Organisation
Strategic HR implementation plan that is developed for the selected Standard Chartered
bank in developing the employees for generating a high performance organisation includes
SHRM policies, HR Planning, Recruitment, Selection along with Performance appraisal
strategies.
5.1. SHRM Policies and Practices
Strategic HRM practices are considered to be valuable in ensuring organisational success.
For ensuring high performance of employees within Standard Chartered Bank UK the banking
organisation must consider implementation of certain strategic HRM policies and practices must
include the following:
 HR planning: HR Planning process of Standard Chartered Bank in UK must consider
developing programs in response to attain the organisational objective of attaining high
performance among employees. HR panning strategies of the UK bank must consider
systematically reviewing HR needs in making sure that required number of with
necessary skills are available when in need.
 Recruitment processes: The recruitment practices of Standard Charted Bank must
consider selecting as well as retaining employees, undertaking necessary employee
training along with development programs that can change its existing traditional
bureaucratic structures that can increase employees’ capability to be creative and
innovative.

16HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
 Employee selection processes: For ensuring that employee with high performance are
hired in the bank, Standard Chartered Bank must make sure that it develops management
trainee development scheme where they can focus on selecting management trainees that
are young, bright, energetic along with enthusiastic post graduates.
 Training and development process: The training and development practices ad policies
of Standard Charted Bank must consider offering training to employees that links each
staff member with the objectives of the bank. The training and development policies must
consider product, skills and on-job training along with self-learning opportunities.
 Compensation policies: The SHRM policies of Standard Charted Bank in UK must link
the compensation structures, rewards along with recognitions with the performance
measurements of the employees in encouraging their high performance within the
workplace.
 Performance management approaches: The performance management produces and
policies that must be developed by Standard Charted Bank must consider implementing
most competitive performance appraisal approaches in the banking industry of UK in
order to make sure that the employee activities ad outputs are aligned with organisational
goals of high performance.
 Employee Relations: SHRM policies and practices that must be developed by Standard
Charted Bank related with maintaining better employee relations includes developing a
grievance policy that is aimed at encouraging open as well as honest communication.
This set of employee relation policies must consider developing open and constructive
relationships.

17HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
5.2. HR Planning
The HR planning process of Standard Charted bank must consider developing strategies
related with forecasting, developing goal background, strategic planning, and program
functioning along with valuation. HR managers of the Standard Chartered Bank should make
attempts to analyse the supply of assorted human resources types’ fir each job profile. The major
goal of HR planning of the bank will be to predict the areas in the company where there will be
sufficient opportunity of labour shortages (Turner 2019). Standard Charted Bank is observed to
operate in a dynamic banking environment of UK where new and advanced practices are
frequently emerging leading to changing consumer requirements regarding financial services.
Considering the same, the bank must consider recruiting and training skilled staff that can be
capable enough to maintain quality condition of the banking services. Such consideration also
makes it important that the managers of Standard Charted Bank UK contribute to HR planning in
a constructive manner. The HR planning process and practices that is intended to be
implemented by Standard Chartered Bank in the upcoming years are indicated below:
 A SHRM conceptual framework that is well understood by the employees at all the levels
of the bank
 Responsibility of all the employees for attaining performance results will be clearly
defined and understood
 Developing a performance management system for employees that can offer intelligence
for the decision makers rather than just considering data compilation
 Rewards, compensation and recognition of the employees will be linked with their
performance measurements
 Performance evaluation measures that will be developed will be positive and not punitive

18HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
 Employees will be communicated specifically regarding the workplace expectations in
the bank so that they are directed towards attaining such expectations
 Feedback processes will also be developed on the workplace performance evaluation that
will be circulated to employees annually in making them capable to improve their
performance
Training Programs
HR Planning process will be redeveloped in the Standard Charted Bank of UK that will
consider implementation of suitable training programs for employees that can ensure
transforming the bank into a high performing organisation. The training process that will be
implemented in the bank for encouraging employees’ high performance is indicated below:
 Orientation- The employees joining the Standard Charted Bank will be made to attend 2
days inclusive direction training program where the employees will learn the high
performance standards of the Bank and its offerings. Undergoing this introductory
training will offer a good chance to conduct team work and perform as per quality
standards of the bank.
 Product and Service Training- This training program will be redeveloped to offer cash
product and operational training to employees. Tis can facilitate the employees to attain
increased learning regarding the newly introduced financial services and products that the
Bank is offering.
 Skills Training- Standard Chartered Bank will develop several skills based training such
as credit workshops, negotiation and sales skills and project management skills in
supporting the employees to develop their necessary skills in certain specific aspects.

19HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
 On-Job Training- Employees will also be involved within the learning process in the
form of on-job training. This training program will offer opportunities to employees
along with carrying out job rotation in order to increase employees’ exposure.
 Self-Training- The bank will consider sending CDs and books to employees for
increasing knowledge and credit knowledge among employees. After attaining necessary
learning the employees will offer opportunities to attend Trade Skills Assessment and
Credit Skills Assessment.
 Management Development Training- In this training program, the employees of the
bank will be offered with strategic perspectives and business goal based management
skills, people management, networking along with patron based abilities in understanding
and managing jobs in a better manner.
 Specific Competency Training- This training program will be employed in Standard
Charted Bank in making sure that the employees excel in the financial product and
service knowledge, dictatorial along with unique techniques required for the job position.
5.3. Recruitment
The recruitment policy of the Standard Chartered Bank developing the bank as high
performing organisation will consider developing employee recruitment activities with the
objective of identifying along with recruiting potential staff. A secretarial recruitment program
will be developed by the bank in UK that will have the goal of ensuring that the society has
several reasonably practiced applicants to select form in the vacancy situation (Subramony et al.
2015). Through following such recruitment program the bank will consider recruiting the most
skilled individuals from the external marketplace in supplementing the bank’s integral talent
requirement. Recruitment process of the employees in the UK based Standard Charted Bank will

20HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
consider providing guidance on the use of psychometric tests and has robust recruitment criteria.
This will facilitate in making sure that all the employees selected in the bank are treated fairly,
equally and with high opinion. A Global Graduate Recruitment Program will also be
implemented in the bank that will focus on recruiting a huge fraction of graduates each year
through its management trainee program across all its global business units in different countries
along with in UK.
5.4. Selection
In order to ensure developing a high performance organisation, Standard Charted Bank in
UK must consider competing within the banking industry through strategically selecting the
organisational employees. Personal section process will be employed in the bank in selecting
suitable employees for suitable job position in the bank. In this selection procedure, several
generic standards will be followed by the Standard Chartered Bank in developing high standards
within the selection process such as reliability, utility, validity and legality (Kalyani and Chong
2018). The bank will consider selecting employees based on their knowledge, skills and talent.
Moreover, in encouraging high performance of employees through feeling committed towards
the organisation it must be focussed on ensuring commitment towards offering quality of
opportunity to employees regardless of their gender, nationality, age, event, disability, marital
status and ethnic origin.
5.5. Performance Appraisal Strategies
Performance appraisal framework will be developed for Standard Chartered Bank in UK
that can facilitate the employees in measuring their workplace performance based on their
existing job-related knowledge, skills and behaviour by employees. This performance appraisal
framework developed will offer a consistent standard of management learning and employees

21HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
high performance recognition all through the workplace. Unique performance appraisal
strategies that are considered to be developed by Standard Charted Bank will ensure that
employee outputs and activities aligned with the employee development goals of the bank that
can provide the company with increased competitive advantages (Kalyani and Chong 2018). A
well-executed performance management plan will be developed for ensuring high performance
of the employees. The key aspects of thee performance management system of Standard Charted
Bank will include the following:
 A formal statement of employee compensation philosophy
 Salary administration program
 Job evaluation system
 Performance appraisal system for employees
 Employee reward programs
The performance management and appraisal system that will be redesigned for Standard
Charted Bank will facilitate the bank in attaining critical high performance goals through
ensuring the following:
 Recognising the contributions and efforts of the existing staff of the bank in UK
 Rewarding employees with compensation that will be directly linked with their
workplace performance
 Motivating staff to attain improved performance
 Directing employees towards successful high performance goal achievement
 Remaining key employees employing competitive compensation programs

22HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
 Attracting quality employees with employing highly efficient performance measurement
system
360 Degree Feedback appraisal system will be implemented in Standard Charted Bank
UK that will include training on the effective manner to evaluate employees’ performance
within the workplace. Performance of the employees in the bank will be measured through
attaining feedback from managers to the co-workers (Saha et al. 2016).
Performance ranking will also be employed as an effective employee performance
appraisal system in Standard Charted Bank that will require the managers of the bank to
evaluate performance of employees against each other rather than measuring how effectively
employees perform in relation to company goal and objectives.
Combined manager-employee appraisal system will also be implemented in the bank that
includes employees’ self-evaluation along with managers’ feedback to develop a balanced
employee appraisal system. This appraisal system will also offer the employees of the bank
with an opportunity to work together with the managers in performing aligned with the
organisational goals.
Timeframe of the strategic HRM implementation plan developed for Standard Chartered
Bank in UK to ensure suitable high performance of employees in domestic as well as in the
international marketplace is indicated below:
Task 2019 2020 2021 2022 2023 2024 2025
SHRM Policies
SHRM Practices

23HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
HR Planning
Recruitment
strategies
Selection
strategies
Performance
appraisal
techniques
Performance
evaluation
techniques
6. Conclusion
The objective of the report was to analyse the HR processes and practices within a global
organisation in the UK banking sector such as Standard Chartered. Being human resource
management consultant advices will be offered to the banking organisation regarding
restructuring of its HR practices that can facilitate the company in competing more effectively
within the international marketplace. The report revealed that certain strategic issues are
observed to be faced by Standard Chartered regarding effective implementation of SRHM
practices in UK that is required to be addressed by the Board of Directors of the company.
Moreover, considering the strategic issues faced by Standard Chartered, an effective training
strategy must be implemented by the banking organisation that can facilitate in creating high
performance among employees and the bank can attain strategic competitive advantages. In the
context of HSBC, it is considered to organise and design training programs by the regional

24HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
training teams. HR panning strategies of the UK bank must consider systematically reviewing
HR needs in making sure that required number of with necessary skills are available when in
need. The performance appraisal framework developed will offer a consistent standard of
management learning and employees high performance recognition all through the workplace.
Unique performance appraisal strategies that are considered to be developed by Standard Charted
Bank will ensure that employee outputs and activities aligned with the employee development
goals of the bank that can provide the company with increased competitive advantages.

25HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
References
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