Internship Report of SBP by Muhammad Hamza FA11 BBA (8) 065

Internship Report
State Bank of Pakistan Islamabad

Internship project:
How the work process and workload
Issues can be improved in Public
Accounts Unit (PAU)
SUBMITTED BY
Muhammad Hamza
Fa11-BBA -065
BBA-8(A)
Department of Management Sciences
COMSATS Institute of Information Technology, Islamabad
Internship Report Of SBP-BSC
Executive summary
This report is about the SBP-BSC Islamabad where I have done the internship of eight
weeks. I have done the orientation of all the departments which are providing services
in first five weeks. Then I made the final project on Workload analysis and human
resource requirement in Public Accounts Unit (PAU) in SBP BSC Islamabad for last
three weeks. We have conducted interviews from the employees at PAU, regarding the
existing process and the issues they face during their workload. After this I have done
the critical analysis of SBP-BSC Islamabad which includes SWOT analysis and PEST
analysis. The overall project in the bank includes the existing process, workload and
HR issues, workload analysis and HR requirements.
At the end of this report I have concluded by giving our recommendations and
solutions to overcome the issues.
ACKNOWLEDGEMENT
First of all I am very thankful to ALLAH ALMIGHTY for blessing us with the strength to
carry out this project. After that we are highly grateful to Mr. Sajjad Ali Shah (Chief
Manager SBP BSC Islamabad) for initiating the internship program at BSC. I am also
thankful to Miss. Rizwana Hayat (Internship Coordinator) for all her guidance and
support. I am pleased to Mr. Waqar Ali (Deputy Chief Manager PAU and DAU) for taking
out some time from their busy schedule and briefing us on the topic. I am further appreciative
to Mr. Farooq Ahmed (Assistant Chief Manager PAU) for their kind support and help in
interacting with the staff. I am gratified to our supervisor Miss. Rabia Mumtaz for all her
supervision and guidance in completing this report. I am also thankful to the staff of PAU and
gathering information, Miss. Ayesha Gul, Mr. Midrarullah, Mr. Mumtaz Hussian, Mr.
Hamid Alvi and Mr. Mehboob Khan. I am grateful to all my internship fellows, our parents
and friends for their facilitation and compassion.
Table of Contents
1.1 History/background......................................................................................................6
1.2 Objective........................................................................................................................7
Vision...................................................................................................................................7
Mission................................................................................................................................7
Organizational Hierarchy Chart.........................................................................................8
Currency Management Unit (CMU)....................................................................................9
Internal Monitoring Dept (IMU).........................................................................................9
General Service Unit (GSU)................................................................................................9
Staff Matters Unit (SMU)..................................................................................................10
Prize Bond Unit (PBU)......................................................................................................10
Deposit Accounts Unit (DAU)...........................................................................................10
Foreign Exchange & Operation Department (FEOD)......................................................11
Engineering Dept (ENNG)................................................................................................11
Cash Unit...........................................................................................................................11
Learning and Achievements.............................................................................................13
Skills Used........................................................................................................................13
Modes & Instruments of Government Payments:..............................................................15
Instruments Arrival& Disposal Process:...........................................................................19
AGPR Desk:.......................................................................................................................19
Modes of Government Receipts:........................................................................................19
Procedure of Government Receipts:..................................................................................20
FBR Desk:.........................................................................................................................20
Work load Human Resource issues in PAU:......................................................................23
HR ISSUES in PAU:..........................................................................................................23
Issues other than HR:........................................................................................................24
Recommendations for PAU:...............................................................................................25
New Process:.............................................................................................................25
HR reserves:..............................................................................................................25
HR Planning:.............................................................................................................26
Internal Audit:...........................................................................................................26
Skill Training:............................................................................................................26
4
Work environment:.....................................................................................................26
Training for conflict management: SBP....................................................................26
Strengths...........................................................................................................................27
Weaknesses.......................................................................................................................27
Opportunities....................................................................................................................27
Threats..............................................................................................................................28
2.5 Pest Analysis................................................................................................................28
Political Factors...............................................................................................................28
Economic Factors............................................................................................................28
Social Factors..................................................................................................................29
Technological Factors......................................................................................................29
2.7 Conclusion...................................................................................................................31
References....31
Resume32-33
Attested internship Letter copy34
Chapter # 1 Introduction of SBP-BSC

1.1 History/background
State bank of Pakistan is the central bank of Pakistan. It was established in 1948. Initially
state bank of Pakistan was entrusted with the task to regulate the issue bank notes and
keeping of reserves with a view to securing monetary stability in Pakistan and generally to
operate the currency and credit system of the country to its advantage" (SBP order, 1948).
In financial sector reforms of 1994 State Bank of Pakistan got full autonomy. On January
21, 1997 this autonomy was further strengthened when the government issued three
Amendment Ordinances. These changes gave full and exclusive authority to the State Bank to
regulate the banking sector, to conduct an independent monetary policy and to set limit on
government borrowings from the State Bank of Pakistan (Wikipedia, 2010).
State Bank of Pakistan Banking Services Corporation SBP-BSC was established in 2002 in
order to perform operational functions of SBP (SBP website). SBP-BSC is subsidiary of State
Bank of Pakistan having 16 offices in major cities of the country and its key functional and
operational areas include currency management, foreign exchange operations, export finance
scheme, payment & settlement systems, and banking services to the government. While State
Bank of Pakistan performs the important function of policy making, SBP-BSCs handle most
of the operational areas (SBP website).
1.2 Objective
As we all know that state bank of Pakistan is a nonprofit making organization. Its
main objective is to manage or maintain the currency supply in country. Increase and
decrease in money supply can create inflation or deflation in country, so these things
should be handled immediately and state bank is doing this..
Vision
To develop SBP-BSC into a dynamic and efficient organization equipped with
technology and human resource capable of supporting the State Bank of Pakistan in
achieving its objectives (SBP website).
Mission
SBP mission is to provide excellent banking and financial services and also to ensure
implementation of SBP policies.
1.3 Organizational Structure

Organizational Hierarchy Chart
Chief
Manager
DCM
Prize
Bond
DCM
Banking
ACM
DAU
ACM
PAU
ACM
SPU
ACM
PBU
ACM
SMU
Sr. DCM
DCM I&T
ACM
Cash
ACM
CMU
ACM
GSU
ACM IMU
ACM
FEOD
ACM
Protocal
ACM
ENGG
Figure: Hierarchical Chart
Total number of employees in SBP BSC Islamabad is 17 leaders and 172 followers.
1.
1.4 Services Offered by SBP-BSC (each department)

There are various departments in the SBP-BSC Islamabad Office for providing services. The
internship has been conducted in all of them.
Currency Management Unit (CMU)

Currency management unit controls the supply chain of currency, it has certain
responsibilities and involves a wide range of activities including
Ensuring adequate supply of good quality notes across the country.
Forecasting annual increase in currency demand.
Timely placement of printing orders with Pakistan Security Printing Corporation
(PSPC).
Through claim counters public can changes their soiled/defective notes.
Maintenance of sufficient balances of currency notes/ coins.
Internal Monitoring Dept (IMU)

Internal monitoring unit is an independent appraisal function established within SBP-BSC to
examine and evaluate its activities as a service to the organization.
Main functions and responsibilities of IMU are given as follows;
Conducting audit of all accounts of the office.

Audit the vouchers received from various units under SBP expenditure regulation.
Involves Audit of prize bonds payment cases.
Audit of NIBAFs (national institute of banking and finance) payments.
Audit of the cases regarding Policy Matters to ensure the Banks Rules/Regulations.
General Service Unit (GSU)

The major functions of GSU are;
Disbursement of monthly salaries and allowances.

Making other payments like pension, retirement.
Making business plans, preparation of annual budget.
Assessment of employee loans.
Procurement of office furniture, stationary, vehicles etc.
Activation and deactivation of employee medical facilities.
Staff Matters Unit (SMU)

Main function of SMU is to maintain the files of personals in hard and soft form. Other main
functions are;
When salary revised update it in the system.

Maintaining record of annual increase in salary.
Performance Evaluation Report system to evaluate employees.
Staff loans and Advances are made in this unit.
Salary, pension and retirement benefits are also done here.
Prize Bond Unit (PBU)

SBP-BSC can decide about the terms and conditions of the prize bond scheme can increase or
decrease the amount of prize money and can change the denomination. Prize bond unit
perform the following functions.
Sale and purchase of Prize bonds.
Maintenance of the prize bond stock.
Giving the prize money.
Help in organizing prize bond draws.
Deposit Accounts Unit (DAU)

Main functions of the Deposit account unit are;
SBP-BSC acts as a banker to banks. Commercial banks open their accounts with state
bank. There are accounts of 41 banks and these accounts are maintained at deposit
account unit..
The facility of remittance of government payments is provided through this
department.
Account reconciliation.
Also facilitate public remittances and fee is charged for that whereas no fee is charged
from the government.
Foreign Exchange & Operation Department (FEOD)

This unit maintained the foreign reserves. This unit works on the Foreign Exchange Account
and Information system. The main functions of this unit are;
This unit makes sure that any transaction in foreign currency should be done with the
approval of SBP.
10
Operational activities in private, government and public sector related to foreign

exchange look after in this unit.
Exchange rates are maintained in this department.
Engineering Dept (ENNG)

This department maintains the repairing and maintenance task of the building. Some of the
main functions of this department are;
Make tender for the large projects.
Lowest bidder is selected with maintained quality assurance.
Repairing of all machines dealing in this unit.
Cash Unit
There are number of counters in the cash side such as, coin counter, banking counter,
exchange counter, government payment counter, FBR counter, receipts collection counter and
prize bond cash counter.. There are three main volts of cash in this unit
Main Vault (All remittances, PSPC, chests notes, fresh notes)

Prize bond Vault (All prize money cash or cash through prize bond counter is
collected is maintained in this vault)

Exchange Vault (All the notes fresh and re-issuable notes)
Banks Box balance (Payments to banks)
11
Chapter # 2 Learning and Experience

2.1 Overview
I have worked in all the ten departments but made the project on Public Accounts Unit. The
orientation in all the departments is for first 5 weeks and last three weeks specified for the
project purpose.
First week
The first week was in Currency Management Unit (CMU) where I learned about the currency
Notes and cash cycle of remittances and then in the Internal Monitoring Unit (IMU) where I
come to know about the audits pattern of SBP-BSC. Then in the Staff Matters Unit (SMU) I
learned about the hiring process, salaries and loan and advances given to the employees.
Second Week
Second week was in the Foreign Exchange and Operation Department (FEOD) where I
learned about the exchange rates and operations of foreign unit, then in the General Services
Unit (GSU) where I come to know about the procurement process and other general services
which are not done in other departments, then the remaining week was in the ENGG
department where all the maintenance process carried out.
Third Week
Third week was in the Prize Bond Unit (PBU) where prize bond related work has been done
like issue of prize bond, prize money distribution etc.
Fourth Week
In the fourth week the first day was also spent in the PBU than the next days in the Deposit
Account Unit (DAU) where the accounts of commercial banks are maintained and financial
statements are made.
Fifth week
Fifth week was in the Public Accounts Unit (PAU) where all the payments and receipts of
government have been maintained.
12
Last three weeks

The last three weeks I have spend in making project on the Workload Analysis in the PAU &
HR Requirement, and submitted my project successfully with final presentation in front of
bank staff, CM and DCMs.
Learning and Achievements

I have learned a lot about the operations of the SBP-BSC. I worked on the systems which I
heard before. I come to know about the functions of SBP clearly first time. The internship
was very meaningful and knowledgeable. While working on the project I personally asked all
the employees about their issues in working or with the systems available to them. Finally
make recommendations for their problems and issues highlighted in the final presentation.
Skills Used
I have used my skills which I learn during the university session from all respected teachers
like communication and presenting skills, making report attractive with detailed view, ethical
behavior in the banking environment and social with all of employees and other internees.
2.2 Internship Duration and Rationale for Selection

I applied in different companies like NTC, Dunya news, OGDCL and State Bank of Pakistan for
internship, with-in 2 weeks after putting my application I got reply from State bank of Pakistan.
SBP BSC offered me paid internship for overall units and operations for 8 weeks. I accepted their
offer and joined SBP BSC Headquarters Islamabad, Pakistan on Tuesday 2nd July, 2015 and
completed my internship on 31st August, 2015. This was a pleasure for me to complete my
internship in SBP that is working and controlling on most of the financial and economic matters
with government and general public. This time spam provided me an opportunity to learn most of
my theoretical concepts in practical way.
13
2.3 Performed Task in Public Accounts Unit (PAU)

Introduction:
I worked on the project in this unit and all the work is as mentioned in the report.
The State Bank of Pakistan serves as a Banker to the Government and a banker to the
Commercial Banks. The Banking Department is, therefore divided into two further units,
PAU and DAU. Public Account Unit (PAU) maintains the accounts for the Government. It
deals with the receipts and payments for the Government Departments or accounts. Deposit
Accounts Unit, (DAU) on the other hand deals with the commercial banks.
In the public account unit the transaction of Payments and receipts can be done through
three different ways (modes):
Cash
Clearing
Transfer
The clearing of different instruments, facilitated by the National Institute of
Facilitation Technologies, (NIFT) is done on same day basis as well as the regular
basis.
Government payments and receipts include payments for projects, payments of
vendors, salary and pensions, receipts for taxes, zakat, etc.
The instrument includes the following heads
Commercial banks.
National bank assignment.
AGPR(account and general Pakistan revenue)
Defense.
FBR(income tax + sale tax)
NIBAF concerned taxes.
14
In this unit every employee is assigned with specific accounts (defense, NIFT clearing,
AGPR, miscellaneous, FBR) and for the receipts. During rush days, especially May and June,
work is distributed as required.
Sr.
Modes
Remarks
Cash
Payment against instrument is made in cash.
Clearing
Payment against instrument is made through credit to

presenting Bank Account.
3
Transfer
One Government Account is Debited and other is Credited.
Modes & Instruments of Government Payments:
Instruments used for this purpose are:
Authorities
Cheques
Income Tax Refund Vouchers
Bills (pension, medical, gratuity etc)
Work process
Defense payment Desk
There are more than 90 accounts for this seat. Some of the accounts have limits assigned to
them, e.g. the GPO account has been assigned a limit of one billion rupees for monthly
expense so that payments out of the account can go up to a maximum of one billion only.
15
Accounts maintained with Defense Seat in PAU

STA (Special Transfer account)
UNRA (United Nation Reimbursement)
Naval (Navy Maintenance and construction accounts)
Air (Air maintenance and construction accounts)
These accounts are assigned limits and employees made payments out of these accounts.
Defense Cheques
Figure: Defense Cheques

Personal Ledger accounts (PLA)
These instruments are related to the government expenditures done at different places like
parliamentary affairs cheques, Federal Treasury Orders (FTO) and travelling vouchers given
by national assembly members. NIFT deliver all these vouchers to SBP BSC.
16
Figure: Personal Ledger Accounts

Miscellaneous Desk
There are a number of miscellaneous accounts maintained at this desk such as;
National Saving, Sales Tax Refund, Miscellaneous refund, Federal Excise, Petroleum
Development funds, Pension bills, Income tax refund, Zakat, NBP claims and AGPR
authorities.
Miscellaneous Doc: Figure: Pension bill
17
18
Figure: Income Tax Invoice
19
Instruments Arrival& Disposal Process:

Commercia
l Banks
SBP
NIFT
SBP
F.T.O
For saving all the process, this unit uses the Globus system to save data.
Working Cycle:
Passing
Schedule
Marking
Inputting
Inputting
Authorizatio
n
Closing
AGPR Desk:
At this desk all the payments of government are made. The process is same like all the above
desk working. The workload at this desk is usually high at the closing time while the closing
is monthly, quarterly and annually.
Modes of Government Receipts:

Main Modes of Government receipts are;
Sr.
Modes
Cash
Remarks
Receipt deposited in cash along with challan.
20
Clearing
2
3
Transfer
A cheque /Payment order/Draft drawn on a bank deposited

with challan.
One Government Account is Debited and other Credited.
Procedure of Government Receipts:

Name and address of the person depositing the money.
Name of the Government office/Department on whose account the Payment is made.
Marking the relevant head of Government account to which the amount is creditable.
Entry in Globus software.
On receipt of challans in PAU, the challans will be sorted out Department-wise.
Validity of Challans(if any)
Duplicate challans
FBR Desk:
FBR desk collaborate with FBR and received the receipts of taxes. Income taxes, sales taxes
and NIBAF concerned taxes are collected and then sent for clearing. The process of arrival
and disposal of receipts are same as payments.
21
Workload Issues in PAU

On the basis of the data gathered from the staff of PAU via questions and through personal
observation and experience we analyzed the workload in this section. The following graph
shows a trend of workload of different accounts through the year.
Workload in PAU
9000
8000
7000
AGPR
6000
DEFENSE
5000
STR
4000
PLA
3000
Miscellaneous
2000
Receipts
1000
0
AGPR: Number of instruments in this head remains to low level (700-800)

throughout the year but increases dramatically in April and May and reaches to an
average of 8000 per day in the end of June (closing). In July and Aug it decreases to a
minimum level of 100 instruments per day.

Defense Accounts: There are normally 600-700 instruments per day in this head
throughout the year but at the time of closing it reaches to an average of 2000
instruments per day.
22
Sales Tax Refund: Instruments in this head are received usually every 2 months in
bulks, and almost 4000 instruments per day continue for 8-10 days. These are needed
to be processed on urgent basis. However it remains same throughout the year.

Receipts: No. of instruments of receipts uniform throughout the year and i.e. 600700 instruments per day on average.
23
Work load Human Resource issues in PAU:

Here is the hierarchy of HR in Public Accounts Unit-
DCM
ACM
(PAU)
OG2
ACM
(DAU)
Senior
Assistan
t
OG1
Messeng
er
Like all other departments of SBP BSC there is a Deputy Chief Manager for PAU and DAU,
and Assistant Chief Managers for both the sections. In PAU there are seven OG2s, five OG1s,
one Senior Assistant, and one messenger.
HR ISSUES in PAU:
Regarding human resource, the following issues have been observed in this section of BSC:
Backup: There is not any back up HR resources for different desks of the PAU.
When some of the employees or officers are not available (on leave) no other
employee is there to replace them.

Non-Uniform workload distribution: Some of employees have higher
workload while others have minimum workload. Tasks are not distributed uniformly
among employees.
24
Lack of HR resources: There are seven OG2s, five OG1s, one Senior Assistant,
and one messenger in PAU working under ACM. According to workload analysis no
of employees are lesser than the requirement.

Lack of training: When an employee is transferred from the other departments of
BSC in the PAU there is an issue of training as that employee is not well trained for
this job and directly assigned the new responsibilities.

Interpersonal conflicts of the employees : Although employees are
cooperative but sometimes they try to put their responsibility on others and show less
cooperation. Issues also arise because of non-uniform distribution of workload.
Issues other than HR:

The following issues are creating hindrance in the flow of transaction and consequently
increasing workload.
System (GLOBUS) limitations: When workload increases, many issues arise in

the system which causes hindrance in the flow of transaction and results in delay of
the completion.
Internal Control: As the nature of transactions in PAU department is critical and
the accounts are also important (Govt. accounts) there must be a separate internal
audit system for this department. It is also needed to be checked whether employees
are working according to their job description or not.
25
Recommendations for PAU:

New Process: Working process can be modified in the following ways:
-Online Schedule Marking: Schedule marking consumes a lot of time, particularly
AGPR instruments are received in 6 to 7 different series a day and are not properly arranged.
It may be shifted to online process with collaboration of the respective institutions (such as
AGPR). In this way 50 percent of workload will be decreased. I suggested the following new
process.
PASSING
INPUTTING
AUTOMATIC Schedule Marking
AUTHORIZATION
CLOSING
26
Figure: New Process

-Inputting: should be done by OG1 as per the instructions. In this way the work process
will become more systematic.
HR reserves: To manage the workload in PAU it is suggested that human resource

reserve may be maintained. Such as there must be an OG1 for inputting and passing
while an OG2 for authorization and other tasks.

HR Planning: The most important thing to be focused in this section is human
resource planning and uniform distribution of workload. Such as AGPR team is most
of the time free from the workload (except closing) they could be deployed on other
accounts. Task allocation within the team must be reviewed. Review complexity and
size of the transactions may also be carried out.

Internal Audit: An OG1 or OG2 officer may be dedicated for the audit of PAU, and
audit should be conducted weekly or on fortnight basis.
27
Skill Training: Conduct skills analysis and relevant training. Training of the
employees should be conducted every 6 months for at least two hours , it will be
helpful for risk mitigation.

Work environment: There may be a separate department of PAU or at least
boundary walls to avoid distortion. There shouldnt be any direct interaction of the
customers with back stage operations or desk employees. Rather their instruments or
applications should be forwarded through the counters.

Training for conflict management: SBP BSC may conduct or recommend
training on conflict management to keep the atmosphere peaceful and conducive to
efficiency. Moreover 360 degree feedback should be taken for all the employees and
personal interviews may be conducted to identify and resolve the workplace issues.
28
2.4 SWOT ANALYSIS

Strengths
Strong internal control for transactions therefore no fraud has ever been done
The structure of verification, authorization, checking and counter checking of
transactions is very sophisticated, reliable and strong. This is the major reason why
fraud and false payment cases are rare in SBP-BSC.
Job security, good salary packages and benefits for employees attract and retain
talent.
Employees of SBP-BSC enjoy good salary packages and benefits. For example
interest free loans are given for building house and buying car etc. Employees feel
secure because of the permanent nature of job.
Weaknesses
Technological backwardness
Unlike most of the Central Banks of other countries SBP-BSC is not updated in
technology. They are using old Pentium processor computers and CRT monitors. The
GLOBUS software used is not updated. Computers and GLOBUS software was
introduced in 2003 and they are in the same form, not updated. This causes system
freezes and hang ups and hence time wastage.
Latest procedures and best practices are not adopted
Just like computing technology, the procedures are not updated and best practices of
the similar organizations are not adopted, which is causing stagnation. SBP-BSC has
to work with other institutes and conduct regular research to develop and modify their
procedures.
Staff is not well trained in IT
SBP-BSC employees in general and imputers should be trained at least for improving
their working speed. It will speed up the payment process and entry system.
Opportunities
Investment in IT and latest technology
There is a great opportunity for SBP-BSC to invest in latest technology. By replacing
the present system of physical movement of cheque for clearance with image based
29
clearance system like software based Cheque Truncation System (CTS). It could be a
source of earning for SBP and would also help achieve its goal of providing a
facilitating financial market.
Threats
Political instability and pressure can harm the operations of SBP
Frequently changing governments and their policies harm the functionality and
consistency of SBP-BSC policies.
Excessive government borrowings
Excessive borrowings of the present government is making difficult for SBP to
maintain financial reserves.
Circulation of fake currency
A huge amount of fake currency is floating in the market which is causing inflation in
the economy and is devaluing rupee. Fake money makers have improved the quality
of their fake notes and it is hard for general public to distinguish them from original
currency notes.
2.5 Pest Analysis

Political Factors
The ongoing shift in political arena in the country is affecting the performance of the bank.
The strong political hold of some parties and government and their dominance is affecting the
bank in a negative way. They sometime have to provide loan under pressure, which leads to
uneven and adjusted feelings in the bank employees. Political forces are become worst day by
day and as Pakistan is the budget deficit country it is difficult to control such political factors.
Economic Factors
SBP is privileged to hold the reserves of the whole economy and it is also responsible to
manage and control exchange rate of the economy.
FY13 ended on a positive note for Pakistans economy: political transition remained smooth
in June 2013, and the new government spelled out its policy focus on energy issues, which
had suppressed growth in the previous few years.
Since macroeconomic indicators were favorable at the start of the year, the increase in real
GDP growth in FY14 was discernible.
30
As the industrial sector revived, import pressures reappeared, especially for capital goods and
raw materials. So, SBP purchased US$ 125 million from the interbank (top level foreign
exchange) market during July and August 2013, to shore up its reserves.
So there are number of economic factors faced by SBP to strengthen our currency as the
economic conditions are not favorable that is why the rupee depreciated and the inflation
increases day by day.
Social Factors
SBP is also socially contributed to the economy as SBP is banker to the government and
banker to the banks is provides suitable environment to employees and give them reasonable
monetary benefits. Employee enjoys interest free loans, free medical care of family and
insurance of life. SBP promotes Say No to Corruption, and participate in different
programs to aware the public against corruption.
Technological Factors
SBP-BSC is using advanced technology as it uses the softwares like Globus banking and
cash system, Oracle, Payroll systems which are full of technology. But the need is employees
are not well enough trained and some of the works till know done on manual basis which is
time consuming and employees become tired. In our project we give some of the suggestions
regarding to their technology and work process improvements
31
2.6 Recommendations
While working in the SBP-BSC I have recognized that there are many issues regarding to
employees and regarding to systems. So I concluded some of the suggestions and
recommendations for SBP-BSC.
Employees must be given system based training in their required areas. As it is not
possible to train all the employees simultaneously so they must be sent to the training
centers in batches of 4-5 people.
In house trainers must also be utilized. They will train the employees better then
outside institutions as they are familiar with the office environment and know its
requirements. It will save time and other resources of the organization.
There must be audit related training for the staff of IMU as currently there is no
formal training given to them.
Before transferring an employee to another seat he must be given an initial training by
the officer already working there. This will allow him to work independently without
asking for help in every new step. This will also save a lot of time which can be used
in some other productive activity.
There should be separate Information desk for general public, employees, and new
internees.
Inquiry counter for the public should be maintained for security.
Easy access through:
Token system
Speakers
Hiring of young people on counters for making work efficient.
Behavior of employees should be same for everyone to create good image.
Communication skills must be improved on the job.
Training on time management for efficiency in process.
32
Fulfill expectations of public in dealing new notes.

Cabins must be separated from each other for relaxed working environment.
Fresh notes management should be in a separate office not open.
Closer Relative departments for good communication.
Technology Advancement in Globus and operating processes.
2.7 Conclusion
SBP-BSC providing the opportunity of paid internship programs which is very useful step.
Most of the students are not familiar with the SBP operations because these operations are
changed from normal banking process. Overall working process of the SBP-BSC is reliable
and most comfortable for employees but some of the discrepancies are there and need to be
improved. While working on the project of Work Load Analysis & Workload HR issues in
PAU I have concluded that, the work process in PAU is found appropriate and in accordance
with the Banking Department Manual. Employees are competent and cooperative. However
because of the higher workload certain issues occur. But these issues can be minimized
through modification of the system and process, human resource planning, and trainings. It
will be helpful in creating an environment conducive to efficiency and smooth flow of
transactions in the section.
Reference
http://www.sbp.org.pk/
Miss. Rizwana Hayat Accounts Officer State Bank of Pakistan Islamabad
Contact: [email protected]
Mr. Waqar Ali (Deputy Chief Manager PAU and DAU)
33
MUHAMMAD HAMZA
Address: House#66/A Greens Avenue Chinnar Street Park Road near Chatta Bakhtawar
Islamabad
Contact no.:
0332-5753153
E-mail:
[email protected] [email protected]
OBJECTIVE:
My main purpose is to accept the challenging position in
organization and grow on the basis of personal abilities.
ACADAMIC PROJECTS:
Nescafe coconut coffee launched for nestle product line.

Art and design projects in Comsats institute of information technology Islamabad.
Have done detailed project of Ufone management and organization structure.
Detailed project and industrial analysis of Faisalabad textile industry.
WORK EXPERIENCE:
SAF International pharmaceutical
Job title: Sale Accounts and stock management

Date: September 2nd 2013 to December 2nd 2013
Job performed: Monitoring and managing accounts and stocks.
Personal tuition centre: From 10th grade till graduation.
State Bank of Pakistan banking service corporation
Experience: Internship
Date: July 2, 2015 to August 31, 2015
Working: All departments
34
Project: Work process and workload issues in Public Account Units
ACADEMIC QUALIFICATION:
Exam
Year
Marks
Board/University
Metric.
2008
746/850 A+
B.I.S.E Rawalpindi
Intermediate.
2010
766/1100 B
B.I.S.E Rawalpindi
BBA hons
2011 in progress
Comsats Institute Of Information &

Technology Islamabad
(8th Semester)
7th
semester 3.1
cgpa
8
SKILLS:
Good communication and analytical skills
Ability to work as a team player in critical and demanding
situations
Self-motivated to learn new things as well as adaptive to new
working environment
Command on MS Office
ACTIVITIES HONOURS AND REWARDS:
Gold medalist for scoring A+ in tenth grade.
Fee concession scholarship for good performance in intermediate in
Punjab College of information technology.
Certificate of project excellence for managing art and design
management project.
Reference:
Will be furnished on demand
35
Attested internship letter of SBP BSC

36
37
38

Internship Report of SBP by Muhammad Hamza FA11 BBA (8) 065

Uploaded by

Copyright:

Available Formats

Internship Report of SBP by Muhammad Hamza FA11 BBA (8) 065

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Internship Report of SBP by Muhammad Hamza FA11 BBA (8) 065

Uploaded by

Copyright:

Available Formats

Internship Report

State Bank of Pakistan Islamabad

Internship Report Of SBP-BSC

Internship Report Of SBP-BSC

Internship Report Of SBP-BSC

Internship Report Of SBP-BSC

Training for conflict management: SBP....................................................................26

Internship Report Of SBP-BSC

Chapter # 1 Introduction of SBP-BSC

Internship Report Of SBP-BSC

Internship Report Of SBP-BSC

1.3 Organizational Structure

Internship Report Of SBP-BSC

1.4 Services Offered by SBP-BSC (each department)

Currency Management Unit (CMU)

Internal Monitoring Dept (IMU)

Conducting audit of all accounts of the office.

General Service Unit (GSU)

Disbursement of monthly salaries and allowances.

Staff Matters Unit (SMU)

Internship Report Of SBP-BSC

When salary revised update it in the system.

Prize Bond Unit (PBU)

Sale and purchase of Prize bonds.

Maintenance of the prize bond stock.

Giving the prize money.

Help in organizing prize bond draws.

Deposit Accounts Unit (DAU)

Foreign Exchange & Operation Department (FEOD)

Internship Report Of SBP-BSC

Operational activities in private, government and public sector related to foreign

Engineering Dept (ENNG)

Main Vault (All remittances, PSPC, chests notes, fresh notes)

collected is maintained in this vault)

Internship Report Of SBP-BSC

Chapter # 2 Learning and Experience

Internship Report Of SBP-BSC

Last three weeks

Learning and Achievements

2.2 Internship Duration and Rationale for Selection

Internship Report Of SBP-BSC

2.3 Performed Task in Public Accounts Unit (PAU)

The instrument includes the following heads

Internship Report Of SBP-BSC

Payment against instrument is made in cash.

Payment against instrument is made through credit to

One Government Account is Debited and other is Credited.

Modes & Instruments of Government Payments:

Instruments used for this purpose are:

Internship Report Of SBP-BSC

Accounts maintained with Defense Seat in PAU

Figure: Defense Cheques

Internship Report Of SBP-BSC

Figure: Personal Ledger Accounts

Internship Report Of SBP-BSC

Internship Report Of SBP-BSC

Figure: Income Tax Invoice

Internship Report Of SBP-BSC

Instruments Arrival& Disposal Process: