Mutual Trust Bank

The Company was incorporated on September 29, 1999 under the Companies Act 1994 as a
public company limited by shares for carrying out all kinds of banking activities with Authorized
Capital of Tk. 38,00,000,000 divided into 38,000,000 ordinary shares of Tk.100 each.
The Company was also issued Certificate for Commencement of Business on the same day and
was granted license on October 05, 1999 by Bangladesh Bank under the Banking Companies Act
1991 and started its banking operation on October 24, 1999. As envisaged in the Memorandum
of Association and as licensed by Bangladesh Bank under the provisions of the Banking
Companies Act 1991.
The Company (Bank) operates through its Head Office at Dhaka and 94 branches. The Bank
carries out international business through a Global Network of Foreign Correspondent Banks.

Mission
We aspire to be the most admired financial institution in the country, recognized as a dynamic,
innovative and client focused company that offers an array of products and services in the search
for excellence and to create an impressive economic value.

Vision
Mutual Trust Bank's vision is based on a philosophy known as MTB3V. We envision MTB to
be:
One of the Best Performing Banks in Bangladesh
The Bank of Choice
A Truly World-class Bank

Human Resource Policies of Mutual Trust Bank:
Human resource development and management has been proved as one of the most critical
aspects of attaining organizational effectiveness. Human Resource Management (HRM) is
concerned with the people dimension in management. Mutual Trust Bank Limited. Since its
inception, has placed equal emphasis on all the four key functions of the processor HRM-
acquisition, development, motivation and retention.

Recruitment:
Mutual Trust Bank starts it through newspapers. Mainly two newspapers they advertise for
Prothom Alo and Daily Star. Different job required different skills. So, suitability for a job is
typically assessed by looking for skills, e.g. communication skills, computer skills. Evidence
for skills required for a job may be provided in the form of qualifications (educational or
professional), experience in a job requiring the relevant skills or the testimony of references.

Selection Process:
In case of Management Trainee Mutual Trust Bank takes written examination. HR employee
preliminary screen the CV by matching the post they want for and HRD set the venue for
interview and call the top level management to lead the interview. Banking Officers call the
candidates to attend the interview. If the preliminary interview is successful, the candidate
will be invited to another interview. Then the selected candidates have to face the final
interview. It is not set that, there will be three interviews. It could be four or more, depends on
situation and post.

Training:
Training is the processes of teaching the employee the skill for their better act upon on the
job. Training is very helpful for the employees for their better performance. Mutual Trust
Bank doesnt have its own training institute but this bank arranged many type of training in its
corporate office and other banks employees can contribute these trainings. A number of
trainings are specific for specific department like Awareness of fake money, money
laundering, Q-cash debit card are compulsory for cash finance for Large Projects in
Bangladesh, Exchange Rate Management etc. Employee cannot participate any in-house
training from their own interest, Human Resource Department will select the employee to
participate the training. Human Resource Department sends office notice to those employees
to attend the training. After attending their training the employee have to submit a report on
that training to the Human Resource Department. Sometimes Human Resource Department
sends the employee to attend the training outside of the Bangladesh.


HR Hierarchy of Mutual Trust Bank:


Pacific Bangladesh Telecom Limited
Pacific Bangladesh Telecom Limited (PBTL) as the pioneer in introduction of cellular
telecommunication in Bangladesh started its journey in the year 1993 under the name CityCell.
In 1999 CityCell went a step further by introducing CDMA (Code Division Multiple Access), a
completely digital cellular technology with the new name CityCell Digital. With this CityCell
has established itself as the first telecom operator to implement this new and advanced
technology, not only in Bangladesh but also in South Asia.
As of 1st March, 2008, Citycells total mobile subscriber base is 1.56 million, up 137 per cent or
680,000 from two years ago, giving it the best growth rate of the company till date. Citycell is
currently owned by Singtel with 45% stake and the rest 55% owned by Pacific Group and Far
East Telecom.
In 1989 Bangladesh Telecom Limited (BTL) was awarded a license to operate cellular, paging,
and other wireless communication networks. Then in 1990 Hutchison Bangladesh Telecom
Limited (HBTL) was incorporated in Bangladesh as a joint venture between BTL and Hutchison
Telecommunications (Bangladesh) Limited. HBTL began commercial operation in Dhaka using
the AMPS mobile technology in 1993 and became the 1st cellular operator in South Asia. Later
that year Pacific Motors bought 50% of BTL. By 1996 HBTL was renamed as Pacific
Bangladesh Telecom Limited (PBTL) and launched the brand name Citycell Digital to market
its cellular products.
Hawaii, Ericsson & Motorola provides technological support to Citycell. The technology used by
Citycell is CDMA1X (Code Division Multiple Access). Citycell is consolidating its position in
wireless data by launching their Zoom EV-DO (Evaluation Data Optimize) for the broadband
wireless internet service.
Citycell - Joint venture with SingTel Asia pacific investment Pvt. limited.
Citycell is focused on innovation and creating new ways for customers to stay in touch and to do
business. Citycell is offering a wide range of competitive pre-paid and post-paid mobile
packages as well as Value Added Services such as SMS and information based services.
Citycell has a dynamic management composed of business people with a profile drive, prepared
to take calculative risk. The shareholders of the company are stable, established companies with
solid international reputation.
HR Chart of City Cell: Human Resources Department functions in the following distinct
sections:
Planning, Policy &
Compensation
Resourcing & HR Operations
Learning & Development and Internal Communication
Office Services
Protocol & Legal Affairs
Employer Branding
This department is responsible for Recruitment, Human Resources Information Management,
preparation of policy or procedures Manual & job description, Performance Appraisal &
Management, Training & Development activities, Job Analysis, maintaining personal files and
coordinating all sorts of industrial attachment programs. The other functions of this department
are making Contracts, Legal affairs, Protocol, liaison with Government, Purchase, coordination
of contractual process (drawing up contracts for individuals and organizations), assuring
compliance with regulations and legal bindings, and to coordinate high-level occasions with
upper management and senior government employees. This department also looks after the
general maintenance, transportation management and security activities of the organization.

HRM POLICY
An HRM policy pertains to the means as to how to implement the specific functions of Human
Resource Management. An organizations HR function may possess recruitment and selection
policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and
development policies; however all of these functional areas of HRM need to be aligned and
correlated, in order to correspond with the overall business strategy. An HRM policy thus is an
overall plan, concerning the implementation of specific HRM functional areas. The HR
functional policy relates to the policies employed within the HR functional area itself, regarding
the management of persons internal to it, to ensure its own departmental goals are met.

Recruitment: Recruitment Follows HR planning and goes hand with the selection process by
which organizations evaluate the suitability of candidates for various job. Without accurate
planning, organizations may recruit the wrong numbers or types of employees. Without
successfully recruiting to create a sizeable pool of candidates, even the most accurate selection
system is of little use.

Selection: All selection activities, from the initial screening interview to the physical
examination if required, exist for the purpose of making effective decisions. Each activity is a
step in the process that forms predictive exercise-managerial decision makers seeking to
predicate which job applicants will be successful if hired. Successful, in this case, means
performing well on the criteria the organization uses to evaluate personnel.