report on business communication

1. COMMUNICATION PROCESS IN HSBC

2. COMMUNICATION SYSTEM IN HSBC
HSBC
Internal External
Formal Informal Formal Informal
Letters, Reports, Face-to-Face Letters, Reports, Not exercised
Memos, Email Conversation, Speeches, News
Phone Call release, Websites

3. 2.1 INTERNAL COMMUNICATION
HSBC has its mission, vision and three prime objectives to let the employees know about
the target and goals they have to achieve. HSBC has a very efficient internal
communication system that gives its employees opportunity to share their knowledge,
information and experience in a constructive way.
2.1.1 INTERNAL FORMAL COMMUNICATION
HSBC communicates with their employees by applying some procedures using the
communication flow that has made the bank more reliable, effective and efficient.
HSBC practices three types of communication process:
Upward: The lower level employee plans strategy in launching a new product and
service. They share or report to their boss and follow the organizational structure.
Downward: The higher level management takes massive decisions and strategy for
the organizational development and to achieve the mission of organization. They
pass their opinion and decisions to their lower level of the hierarchy.
Horizontal: Department wise or similar position wise communication occurs on a
regular basis in HSBC.
Diagonal: People from different positions in the hierarchy interact with each other
to communicate on a specific goal.
2.1.2 INTERNAL INFORMAL COMMUNICATION
Informal communication mainly consists of grapevine. As this is a nationalized
government bank, so grapevine is a major media of communication. Lower level
employees often indulge in gossip and information passes from anywhere to everywhere.

4. This is an effective form of communication in which information (both positive &
negative), passes to apparently every person in the organization. The ratio of information
that passes through the grapevine is really very high.
2.1.3 TARGETS OF INTERNAL COMMUNICATION
Employees: HSBC communicate with their employees by using some
communication tools and for this they are aware of progress of the organization as
well as what they are expected to do.
Different Branches: Head office always communicates with other branches by
using internet, letter and telephone.
Team Members: Members of a team work virtually in order to finish any project.
Though they conduct meeting in case of emergency but most of the cases they
complete their work by not meeting up physically.
2.1.4 COMMUNICATION TOOLS
Set of rules: In every branch of HSBC they have a board hanging on the wall which
contains the mission, vision and the set of values that all the employees of the
organization are expected to abide by. So that their activities reflect loyalty towards
the organization.
Memos: To communicate with other branches or with other employees, memos are
handsome tools, which prove great effectiveness in case of any conferences/meetings
to be summoned.
Formal letter: When a question of privacy and importance occurs, HSBC
communicates with their employees through letters and applications. For example,
they send letter to their employees when any employee is get promoted or
transferred.

5. 2.1.5 TECHNOLOGICAL TOOLS
HSBC communicates internally with their employees, team members of a team and Among
the different branches by depending Technology (IT)”-to-face rather conversation, that
than makes them face cost effective And appropriate technology solutions aim to provide
their customers unparallel value Added services. They view technology as a adjunct.
The verity of choices that the internet offers to the business for online
communication are:
Telecommunication: HSBC permits employee to
telecommunicate that provides them to communicate within a
very short time.
E-mail: It enables users to create, send, and read written message
on computer. It can include simple text message to complex file
or programs.
Discussion mailing list: This tool is also known as liters, these are
discussion groups, which provides subscribing to an electronic
newsletter to which everyone can contribute. These delivers
posted messages to a person.
Videoconferencing: Online videoconferencing is used to replace
face-to-face meetings. HSBC is working on it to hold meetings
with colleagues, customers, and suppliers.
File Transfer: HSBC gives its employees an Internet service that
is known as file transfer protocol (FTP) that enables them to
download files and upload files. FTP also allows them to attach
formatted documents to their e-mail messages and download
formatted file.
Handheld Computer Devices: HSBC gives some employees of
higher level some pocket sized, handheld devices that help them
to store and organize data such as document and contact
information. Employees having PDA (personal Digital
Assistance) can work efficiently by updating routes and

6. schedules everyday and highlighting special account needs along
each route.

7. New software: HSBC’s new software provides auto managers. It has been the
cornerstone of most of the central bank reports that are fully automated.
2.2 EXTERNAL COMMUNICATION
External communication should support the Bank in pursuing the overall
goals as described in its mandate, mission and strategy. The basic mission
of the Bank is to promote the sustainable growth of its member countries
by providing long-term complementary financing, based on sound
banking principles, to projects that strengthen competitiveness and
enhance the environment.
This creates, first, a natural need to communicate to support lending and
funding processes. Therefore customer relations (branding, marketing)
and investor relations (name recognition, HSBC as top-rated institution)
play an important role in the external relations of the Bank.
Second, external communication should promote overall knowledge and
awareness of HSBC among different stakeholders. As an international
financial institution with goals beyond making profits (competitiveness
and environment), HSBC is accountable to its member countries and to
the society as a whole.
2.2.1 External Formal Communication
As per the banking laws, every year HSBC publishes its Annual Reports,
which includes Balance Sheets, Financial Statements, Cash Flow
Statements and others. They also participate in National Events by
advertising in the news Media’s on occasions like
Independence Day, Victory Day or on National Cricket teams’ success. H exchange
messages with clients, distributors, competitors, investors, journalists and bank’s
representatives-to date constantly. They use this external to keepcommunication to create
a favorable impression. HSBC uses their external communication formally and they
generally follow the indirect approach.

8. 2.2.2 External Informal Communication
Informal communication with the stakeholders carries an important perspective for HSBC.
HSBC is committed to It recognizes society’s greater cooperated expectation
responsibilities towards the community.
By using the communication tools that we have described above, HSBC
communicate with outsiders formally and informally which helps to
create a positive image about their organization.
2.2.3 External Communication System
Customers
O Newsletter
O SMS
O E-mail
O Monthly balance news
O ATM booth bill
O Bill boards
O Call center
Shareholders
O Newsletter
O E-mail
O Monthly Report
Regulatory Body
O Monthly progress report

9. Competitors
O Progress Update for Competitive Advantage
Society
O Press Conference
o Newsletter
2.2.4 External Communication Tools
Website: HSBC has a well-developed web site and they post all their updated
information and offers so that people can have a clear view about their organization.
SMS Banking: With the introduction of sophisticated web technology HSBC is
offering any bill payment through SMS Banking. . Their e-commerce projects is
offering attractive service like payment for airlines ticket, buying holiday packages
through tour operators and share trading through WAP solutions.
Telephone: It is the cheapest form of communication tools that HSBC uses to inform
outsiders about their current situation.
Billboards: They promote their products and new offers through billboards and try
to communicate to the people so that they can get attracted and informed about
their organization.
Television Advertisements: They use the television media to make the mass people
of the country know about their product and the different types of features in their
organization.
ATM services: ATM service has been a successful communication tool for HSBC.
Their ATM booths are attracting people by allowing them real time access to their
account balances and acting as a communication tool.

10. 2.3 MEETING PROCEDURES
Meeting is a prime tool for solving problems, developing ideas through giving and getting
feedback, identifying opportunities resources. HSBC tries to use this tool effectively. In
every week there must be a meeting.
This weekly meeting helps the organization to solve the problems they
face during the whole week and make a plan for the next week. In those
meetings attendance is must for the employees, but participation is
compulsory. Employees are informed about the meeting schedule and
topics by email and SMS. Agenda for the meeting used to send by the
bank authority to their employees.
2.4 DEVELOPING COMMUNICATION SKILLS
HSBC provides their employees some training periods to improve their
communication skills. After the recruitment of an employee they keep
that employee into a probation period of three to six months. Between
these periods, they are given training to improve or develop their
communication skills. For the branch and sales people there is also a
Special training period which is called “Certifica for developing the communication skills
of the employees.
No matter where employees begin their careers at HSBC, they offer
professional development; mentoring and training opportunities that can
help them develop their talents throughout their careers. Here are just
some of the opportunities available:
2.4.1 Formal Skills Training
Employees can take advantage of hundreds of business-specific and
professional development training resources (classroom instruction, self-
study programs, peer training and Web-based training) to help develop

11. and enhance their skills.

12. 2.4.2 Management Training Programs
Through several management training programs in their business units,
they offer rotational job assignments, mentoring, networking and formal
training to high-potential employees to help them become leaders.
2.4.3 Mentoring
They believe that mixing new and highly experienced employees is a
recipe for success. Their business and operating units have implemented
special mentoring programs that pair high-potential individuals with
business-savvy senior managers to provide advice, collaborate on career
development and increase visibility with the HSBC leadership team.
2.4.4 Performance Management Process
Manager’s work with their employees to set performance goals and expectations and
evaluate progress toward the employee’s pr coaching, recognition and feedback give the
opportunity to improve and excel.
2.4.5 Training Libraries
At their larger locations, employees can learn more on their own by
visiting corporate libraries stocked with books, tapes, periodicals and, in
some cases, internet-ready personal computers.
2.4.6 Tuition Reimbursement
They support educational endeavors for the employees by offering a
generous tuition reimbursement program. Eligible part- and full-time
employees, who take graduate college courses such as MBA, are
reimbursed up to specific limits each year, until the entire cost of the
tuition is reimbursed.

13. 2.5 COMMUNICATION CLIMATE
There is an open communication climate stays in the HSBC. In this bank
there are no barriers to communicate with the other employees or
employers. Everybody within the organization can make a conversation
with each other in a very open communication climate. They encourage
their employees to communicate freely because it will help the
organization to get an improved working force.
2.6 CULTURALLY DIVERSE WORKFORCE
More and more businesses today are crossing national boundaries to
compete on a global scale. HSBC always welcomes this culturally diverse
workforce. Increase globalization and workforce diversity mean that
employees must understand the laws, customs and business practices of
many countries and be able to communicate with people who speak
Other languages. In our country there’re p provide equal respect to every culture and
This helps to increase the morale of the employees and the employees
remain happy with the organization. Diversity and Inclusion lies at the
heart of the Bank's values and represents our incomparable advantage in
driving our growth.
As one of the world's most international banks, Standard Chartered
Bank employs almost 50,000 people, representing over 90 nationalities
worldwide. Approximately half of the Bank's staff is female and senior
management represents over 50 nationalities. Standard Chartered Bank
is a truly diverse organization. The Bank's growth aspirations, diversity
and inclusion ambitions and changing demographics in our markets
present many opportunities. The Bank's commitment to Diversity and
Inclusion helps make it a great place to work.

14. 2.7 FEEDBACK FACILITATION
HSBC Bank is always committed to the societies and their customers. So
they always try to find their strengths, weakness, opportunities and
threats. It can be determined only by the evaluation of the feedbacks of
the customers or other stake holders. HSBC always encourages
feedbacks. It helps them to improve their skills and opportunities. At
Standard Chartered they are passionate about aspiration of ‘Leading the Way ‘expertise
they to have out perform their competitors, delivering a higher level of service. The Bank
is
Consistently offering innovative products and services to customers. Standard Chartered
Bank encourages customer’s feedback by,
Asking specific questions to their customers about any problem or
advantages they found in their services.
They encourage their customers to express general reactions
They are very much respectful to their that by doing this they can gain useful
information.
To encourage feedback, HSBC uses techniques such as,
Employee surveys
Open-door policies
Bank newsletters
Memos
E-mail
Task forces

15. 2.8 CUSTOMER RELATIONSHIP
How they treat customers, where they choose to operate, who they provide financial
support to and how they respond to customers financial needs all have an impact on our
reputation and ultimately their financial success.
Understanding and responding to their customers' needs is fundamental to the way they do
business. As social, ethical and environmental issues gain prominence, it is increasingly
important that they understand how their customers meet these challenges and how that is
affecting the way they work.
Their reputation also depends on us operating to the highest standards of conduct. Their
challenge is to uphold consistent standards of conduct across the world, while still
respecting the culture, local requirements and varying business customs of the individual
countries where they operate.
Financial products and services are increasingly sophisticated tools. Selling them calls for
knowledge, skill and judgment. For their employees, the basic rules are:
Do not sell an unsuitable product to a customer - that is, a product that does not
meet his or her needs
Know enough about HSBC's products and about the customer (risk appetite,
objectives, finances and personal circumstances) to judge the effect which the
products will have, and whether they will meet his or her needs
Make every effort to ensure that the customer understands more complex products
and their risks, properly
Explain product features clearly both face-to-face and in any marketing literature
and software

16. Employees must adhere to the following key principles:
Customer identification - the identity of every customer must be established from
reliable identifying documents
Know your customer - our staff must know enough about their customers to be able
to identify transactions which are inconsistent with their business or personal status,
or which do not match the normal pattern of account activity
Reporting of suspicions - suspicious transactions must be reported immediately

17. 3.1 CONSTRUCTIVE CRITICISM
One of the great advantages of HSBC is constructive criticism which
helps them to improve their performance and skills. It makes them to
realize what is good for the organization and what makes an organization
less productive. It helps employees to avoid making costly mistakes on the
job. It also provides the communication practice that help their
employees to improvise their performance, boost up their confidence level
and encourage them to do something more for the bank.
3.2 RECOMMENDATIONS
After this research we were able to find s system. And so we would like to advise some
possible recommendations as follows:
They should reach more on mass banking in Bangladesh
They should invent custom software for use in their network to get:
O Continuous feedback from the managers and employees.
O Constructive feedback from the stakeholders.
Increase the number of ATM booths for increased customer service.
Adapting more banking technology from communication process in
Bangladesh
Increase in compensating systems

18. 3.3 LIMITATIONS OF THE RESEARCH
Time constraint.
Lack of pertinent information.
Lack of co-operation from managers & subordinates for their confidentiality.
Less information due to brisk interview.

19. APPENDIX & BIBLIOGRAPHY

20. PRIMARY SOURCES
TAMANNA QUADRY; CUSTOMER SERVICES OFFICER, HSBC
DHAKA, GULSHAN BRANCH.
MD. JUBAIDUL HAQUE; CUSTOMER SERVICES OFFICER,
HSBC DHAKA, GULSHAN BRANCH.
SECONDARY SOURCES
www.hsbc.com.bd