The Organization

Abu Dhabi Islamic Bank was established on 20th May 1997 as a Public Joint
Stock Company through the Amiri Decree No. 9 of 1997. The Bank
commenced commercial operations on 11th November 1998, and was
formally inaugurated by His Highness Sheikh Abdullah Bin Zayed Al Nahyan,
UAE Minister of Information and Culture on 18th April 1999.
All contracts, operations and transactions are carried out in accordance with
Islamic Shari'a principles.

The Capital
ADIB commenced its operations with a paid-up capital of One Billion Dirhams
divided into hundred million shares, the value of each share being ten
dirhams. The shares are quoted on the Abu Dhabi Securities Market.

Our Mission
Islamic financial solutions for the global community.

Our Vision
To be the top tier Islamic financial services group

Human resources is important to ADIB in 10 specific areas, ranging from

strategic planning to company image. HR practitioners in a small business
who have well-rounded expertise provide a number of services to employees.
The areas in which HR maintains control can enhance employees perception
of HR throughout the workforce when they believe HR considers employees
to be its internal customers and renders services with that in mind.

Strategy
HR improves the company's bottom line with its knowledge of how human
capital affects organizational success. Leaders with expertise in HR strategic
management participate in corporate decision-making that underlies current

staffing assessments and projections for future workforce needs based on

business demand.
Compensation
HR compensation specialists develop realistic compensation structures that
set company wages competitive with other businesses in the area, in the
same industry or companies competing for employees with similar skills.
They conduct extensive wage and salary surveys to maintain compensation
costs in line with the organization's current financial status and projected
revenue.

Benefits
Benefits specialists can reduce the companys costs associated with turnover,
attrition and hiring replacement workers. They are important to the
organization because they have the skills and expertise necessary to
negotiate group benefit packages for employees, within the organization's
budget and consistent with economic conditions. They also are familiar with
employee benefits most likely to attract and retain workers. This can reduce
the companys costs associated with turnover, attrition and hiring
replacement workers.

Safety
Employers have an obligation to provide safe working conditions. Workplace
safety and risk management specialists from the HR area manage
compliance with U.S. Occupational Safety and Health Administration
regulations through maintaining accurate work logs and records, and
developing programs that reduce the number of workplace injuries and
fatalities. Workplace safety specialists also engage employees in promoting
awareness and safe handling of dangerous equipment and hazardous
chemicals.

Liability
HR employee relations specialists minimize the organization's exposure and
liability related to allegations of unfair employment practices. They identify,
investigate and resolve workplace issues that, left unattended, could spiral
out of control and embroil the organization in legal matters pertaining to
federal and state anti-discrimination and harassment laws.

Training and Development

HR training and development specialists coordinate new employee
orientation, an essential step in forging a strong employer-employee
relationship. The training and development area of HR also provides training
that supports the company's fair employment practices and employee
development to prepare aspiring leaders for supervisory and management
roles.
Employee Satisfaction
Employee relations specialists in HR help the organization achieve high
performance, morale and satisfaction levels throughout the workforce, by
creating ways to strengthen the employer-employee relationship. They
administer employee opinion surveys, conduct focus groups and seek
employee input regarding job satisfaction and ways the employer can sustain
good working relationships.

Recruitment
HR recruiters manage the employment process from screening resumes to
scheduling interviews to processing new employees. Typically, they
determine the most effective methods for recruiting applicants, including
assessing which applicant tracking systems are best suited for the
organization's needs.

Selection
HR professionals work closely with hiring managers to effect good hiring
decisions, according to the organization's workforce needs. They provide
guidance to managers who aren't familiar with HR or standard hiring
processes to ensure that the company extends offers to suitable candidates.

Compliance
HR workers ensure that the organization complies with federal state
employment laws. They complete paperwork necessary for documenting that
the company's employees are eligible to work in the U.S. They also monitor
compliance with applicable laws for organizations that receive federal or
state government contracts, through maintaining applicant flow logs, written
affirmative action plans and disparate impact analyses.

Recruitment methods are particular means to develop the practices of

each stage in the recruitment life-cycle and process, from sourcing
candidates to the hiring decision. A detailed recruitment best practices
document or policy framework should include methods and practices for each
stage in the recruitment process, with the goal of optimizing each stage for
conversion and cost efficiency.
The recruitment process includes three basic steps, resume selection, testing
(written or online) and interviewing. Each type of job requires an applicant to
have a basic qualification. This qualification may be based on education or
experience or both. The recruiters select resumes-those that meet the basic
requirements for that particular job position. Some cases require references
attesting one's professional experience. As such, a reference confirms the
authenticity of given information.
Primarily qualified applicants are often selected for testing. Employee tests
can be of several types, such as knowledge-based tests, achievement tests,
personality and medical tests. Sometimes an employee is asked to undergo
multiple recruitment tests.
A knowledge-based test is essential to determine whether the candidate
possesses relevant knowledge required for that particular job position. A
knowledge assessment test checks a person's memory, general awareness,
and reasoning capability and aptitude. However, the test chosen may differ
according to the job requirement.
It is also important to check out relevant certificates and awards to evaluate
a candidate's achievements. Personality tests determine whether an
applicant is, in terms of "soft skills", suitable for the job position or not.
Medical tests may include overall health check-up or certain specific tests

related to eyesight, blood group, serious ailments, etc.

Prior to the actual job offer and salary negotiation, the interview is a crucial
preliminary part of the recruitment process. Conducting an interview does not
mean throwing out a couple of questions and expecting black-and-white
answers to them. A well-executed interview blends a detailed understanding
of organizational needs with a nuanced grasp of the prospective employee's
responses, talents. Qualifications, personality and character in order to make
a final decision.

Problems of Recruitment

Job Analysis
One of the most serious problems in recruitment is not knowing the nature of
the position for which you are hiring. Your company should routinely conduct
a job analysis for each position and create a complete, accurate description
of the function and tasks. Job roles evolve over time, so the current
requirements of a position might need to be formally updated. Without a job
analysis, your job posting might not accurately reflect the skills and traits
required, and your selection tools might not accurately assess candidates.

Misalignment
Even with an awareness of a job's purpose, you can have misalignment in the
job description and selection tools used for recruitment and selection. Hiring
managers or committees need to take time, often in conjunction with human
resources specialists, to develop job descriptions and interview questions in

tune with the position. This often involves meeting prior to a job posting,
during which you discuss the job and qualifications, and outline recruiting and
selection materials.

Narrow Focus
During the selection process, a hiring manager might become too enamored
with a singular quality or talent he expects of a candidate. This can limit his
focus when looking over applications and resumes, and conducting
interviews. If a current employee in a service job, for instance, has lacked a
positive attitude, the manager might place too much emphasis on this trait
among candidates for the next hire. While a positive attitude is beneficial in a
service job, the best candidate also normally needs to be patient, competent
and able to communicate well.

Poor Culture Fit

Generally, employers have two different strategies to choose from in hiring:
You can look to get the most talented people possible and build a company
around them, or you hire employees who not only meet the talent needs of a
position, but also fit well within the business culture. Objective screening
tools usually offer more insight into a candidate's skills and experiences to
perform the job. The indirect qualities, such as friendliness, communication
skills and interpersonal skills, require some interviewer observation. Someone
with loads of talent might negatively affect your work culture if he doesn't
have the attitude and personal qualities to blend well with other employees.

Selection: is when you decide which candidate(s) to offer the job to.
Different methods can be used, including an interview but using a variety of
suitable tests will improve your chances of getting the best candidate and
will help to make sure that the process is fair.
You probably thought about what selection methods you will use when you
were writing the job description and person specification. It is important
to spend time planning selection methods to use as the more appropriate and
plausible they are, the more likely you are to select the best candidate for the
job.

HR can help with this and there are examples of interview

questions and additional tests which you can tailor for your job.
It is important to use the correct selection methods because:
making a bad selection decision is costly in terms of the cost of the
recruitment and selection process itself, salary, management time and
resources;
if you select someone unsuitable you might need to spend time managing
their performance and it might affect other employees. They may also
decide to leave meaning you have to go through the recruitment process
again;
this is a good opportunity to assess skills and abilities. You can use this to
help put together a induction/probation training plan and for their future
development.

A. Employment Tests

I. Administration of selection tests:

A personnel testing is
a valuable way to measure individual characteristics. Hundreds of tests have
been
developed
to measure various dimensions of behavior. The tests measure mantel abilitie
s, knowledge,
physical abilities,
personality, interest, temperament, and other attitudes and behaviors. Evide
nce suggests
that the use of tests is becoming more prevalent for assessing an applicant's
qualifications and potential for
success. Tests are used more in the public sector than in
the private sector and in medium-sized and large
companies than in small companies. Large organizations are likely to have tra
ined specialists to run their

testing programs.
Advantages and disadvantages of using tests:
Selection testing can be a
reliable and accurate means of selecting qualified candidates from a pool of
applicants. As with all selection procedures, it
is important to identify the essential functions of each job and
determine the skills needed to perform them.
Potential Problems Using Selection Tests
Selection tests may accurately predict
an applicant's ability to perform the job, but they are less successful in
indicating the extent to which the individual will want
to perform it. Another potential problem, related
primarily to personality tests and interest inventories, has to
do with applicants' honesty. Also there is the
problem of test anxiety. Applicants often become quite anxious when confront
ing yet another hurdle that
might eliminate them from consideration.

II. Characteristics of Properly Designed Selection Tests

Properly designed selection tests are standardized, objective, based on sound
norms, reliable and--of
utmost importance--valid.
1.
Standardization: Refers to the uniformity of the procedures and conditions
related to administering tests. It is necessary for all to take the test under
conditions that are as close to identical as possible.
2.
Objectivity: Achieved when all individuals scoring a
given test obtain the same
results.

3.
Norms: Provide a frame of reference for comparing applicants' performance w
ith
that of others. A norm reflects the distribution of scores obtained
by many people
similar to the applicant being tested. The prospective employee's test score is
compared to the norm, and the significance of the test score is determined.
4.
Reliability: The extent to which a selection test provides consistent results. If
a
test has low reliability, its validity as a predictor will also be low. To validate
reliability, a test must be verified.
5.
Validity: The extent to which a test measures what it purports to measure. If
a test
cannot indicate ability to perform the job, it has no value as a predictor

III. Types Of Employment Tests

Individuals differ in characteristics related to job performance. These differen
ces, which are measurable,
relate to cognitive abilities, psychomotor
abilities, job knowledge, work samples, vocational interests, and
personality. Various tests measure these differences.
a. Cognitive Aptitude Tests
It measures an individual's ability to learn, as well as to perform a job. Jobrelated abilities may be classified
as verbal, numerical, perceptual speed, spatial, and reasoning.
b. Psychomotor Abilities Tests

This type of test is used to measure strength, coordination, and dexterity. It

is feasible to measure many
abilities that are involved in many routine production jobs and some office job
s.
c. Job Knowledge Tests
This sort of test is designed to measure a candidate's knowledge of
the duties of the position for which he
or she is applying.
d. Work-Sample Tests (Simulations)
It identifies a task or set of tasks that are representative of
the job. The evidence concerning these tests, to
date, is that they produce high predictive validity, reduce adverse impact, an
d are more acceptable to
applicants.
e. Vocational Interest Tests
It indicates the occupation
in which a person is most interested and is most likely to receive satisfaction.
f. Personality Tests
It is a selection tools,
personality tests have not been as useful as other types of tests. They are oft
en
characterized by low reliability and low validity. Because some personality tes
ts emphasize subjective
interpretation, the services of a qualified psychologist are required.
g. Drug and Alcohol Testing
Basic purpose of the drug-testing programs contends that it
is necessary to ensure workplace safety,
security, and productivity.
h. Genetic Testing
As genetic research progresses, confirmed links between specific gene mutati
ons and diseases are emerging.

Genetic testing can now determine whether

a person carries the gene mutation for certain diseases,
including heart disease, colon cancer, breast cancer, and Huntington's diseas
e.
i. Honest Test/Polygraph Tests
For many years, another means used to verify background information has be
en the polygraph, or lie
detector, test. One purpose of the polygraph was to confirm or refute
the information contained in the
application blank. Special tests have been constructed to measure the orient
ation of the individuals toward
the issue of
the honesty and personal integrity. Honesty tests are the most frequently use
d psychological
tests in industry. These tests contain questions regarding such situations as
whether a person who has taken
company merchandise should be trusted in
another job that involves handling company money. An
individual's response to
the test statements indicates the individual's attitudes towards theft, embezzl
ement,
and dishonest practices. Extensive research has shown that some of these ins
truments not only produce
reliable information that validly predicts dishonest behavior, but that they als
o are free from biases of age,
race, and sex. These honesty tests represent a valuable selection tool for cho
osing employees who will
occupy positions that involve handling company money.
j. Internet Testing
The Internet is increasingly being used to test various skills required
by applicants.