Chapter: 1

Introduction
1.1 Background of the Study:
There are two types of resources in each and every organization. Human resource is that resource
which is essential to run other resources. It is impossible to think about an organization without
human resources. To get better result and outstanding performance it is of significant importance to
train human resources. Training aids in improving their quality which results in better performance
and profitability of an organization. It refers to the methods used to give new and present employees
the skills and knowledge to perform their jobs. It is a means to reduce obsolescence among people in
organization in the face of relentless innovation. People can think that investment in this sector is
wastage of money but reality shows that investment in this sector is the best investment that would
provide long-term profit. Training acts as a motivator to influence employees to perform better for the
organization spontaneously. It improves the conceptual, human as well as technical skills of the
employees.
1.2 Objectives of the Study:
1. To define training needs of human resources.
2. To analyze training programs at Dhaka Bank Ltd.
3. To illustrate techniques of training.
4. To find out scope of training at Dhaka Bank Ltd.
5. To recommend suggestions regarding the training program of Dhaka Bank Limited.
1.3 Limitations of the Study:
1. Difficulty in accessing sensitive data and information.
2. Non- availability of some preceding years data.
3. Secondary source of data was not sufficient to complete this report.
4. Scarcity of printed documents to attach with the report.
5. Problems in determining the sample design and sample size.

Chapter: 2
1

Methodology
It was tried to take maximum benefits from the scopes and limitations as much as possible, in order to
greater comparatively balanced information for writing the report. Both secondary and primary
sources and information have been used to make the research part presentable with as less abstraction
as possible.
2.1 Sources of Data:
There are two sources of data.
Primary Sources:
1. Questionnaire
2. Face to face conversation with the Bank Officers and Executives.
Secondary sources:
1. DBL Employees Service Manual.
2. Annual Report of Dhaka Bank Ltd.
3. Printed forms and documents supplied by DBL.
4. Relevant Books, Journals.
5. Website of DBL.
6. Regular circulars of DBL.
2.2 Population size:
The number of population is 1335. This number of population includes all employees employed at
different positions at Dhaka Bank Limited.
2.3 Sample Size:
The sample size is 45 which include employees from Foreign Exchange Branch, Head Office and
Training institute of Dhaka Bank Limited.

2.4 Sampling Technique:

The sample has been taken as convenient. Sampling has been chosen according to the availability of
the employees from Head Office, Training Institute & Foreign Exchange Branch.
2.5 Data Analysis:
Editing: Each and every instrument of data collection has been edited. This editing has been done
officially. In case of field there was editing to cope with the situation.
Coding: All information that is in alphabet has been transformed into numerical information. For
example, techniques of training have been translated into numerical number.
Data entry: Data is entered into the computer as they were coded. Both Microsoft Word and
Microsoft Excel have been used for this purpose.
Generation of statistical table: Tables have been generated as per the table plan prepared earlier time.
For example, the number of employees who were trained during 2011 in different topics has been
included in the table as given in the appendices.
2.6 Tools Used:
1. Graph
2. Chart
3. Microsoft Word
4. Microsoft excel

Chapter: 3
3

Organizational Profile
3.1 Background of Dhaka Bank Limited:
Bangladesh economy has been experiencing a rapid growth since the '90s. A group of highly
acclaimed businessmen of the country grouped together to respond to this need and established Dhaka
Bank Limited in the year 1995. Dhaka Bank Limited is the leading Private Sector Bank in Bangladesh
offering full range of Personal, Corporate, International Trade, Foreign Exchange, Lease Finance and
Capital Market Services. It is the preferred choice in Banking for Friendly and Personalized Services,
cutting edge Technology, tailored solutions for Business needs, Global reach in Trade and Commerce
and high yield on Investments, assuring Excellence in Banking Services.
Dhaka Bank Limited (DBL) is a Scheduled Bank that was incorporated as a public limited company
under the Companies Act. 1994. The Bank started its commercial operation on July 05, 1995 with an
authorized capital of Tk. 1,000 million and paid up capital of Tk. 100 million. The Bank has a total
number of 56 branches and 2 Off Shore Banking Unit at 3 SME Centers, 1 Business Center, 6
Brokerage Houses and 1 Central Processing Centre as of December, 2010. The Bank has plans to
open more branches in the current fiscal year to expand the network.
The Bank offers the full range of banking and investment services for personal and corporate
customers, backed by the latest technology and a team of highly motivated officers and staff. The
Bank has launched Online Banking services (i-Banking), joined a countrywide shared ATM network
and has introduced a co-branded credit card. A process is also underway to provide e-business facility
to the bank's clientele through Online and Home banking solutions.
Within this short time the bank has been successful in positioning itself as progressive and dynamic
financial institution in the country. This is now widely acclaimed by the business community, from
small entrepreneur to big merchant and conglomerates, including top rated corporate and foreign
investors, for modern and innovative ideas and financial solution.
3.2 Mission:
To be the premier financial institution in the country providing high quality products and services
backed by latest technology and a team of highly motivated personnel to deliver Excellence in
Banking.

3.3 Key facts of Dhaka Bank Limited:

Particulars

Details

Name of the Company

Legal Form

Dhaka Bank Limited

A public limited company incorporated in Bangladesh on April

06,

1995 under the Companies Act 1994 and listed in Dhaka

Date of Commencement
Registered Office

Stock Exchange Limited and Chittagong Stock Exchange Limited.

July 05, 1995
Biman Bhaban (1st Floor) 100 Motijheel C/A Dhaka 1000,

Telephone:
Telefax
SWIFT Code
E-Mail
Web Page
Auditors
Tax Consultants
Managing Director:

Bangladesh
+880 2 9554514
+880 2 9556584, 9571013, 9565011
DHBLBDDH
info@dhakabank.com.bd
www.dhakabankltd.com
ACNABIN Chartered Accountants
Howlader, Yunus & Co. Chartered Accountants
Mr. Khondker Mohammad Fazle Rashid

Company Secretary
Capital
Structure

From February 24, 2009

Mr. Arham Masudul Huq
at Authorized capital: BDT 1,000 million

Formation
Capital Structure

Paid up capital: BDT 100 million

on Authorized capital: BDT 6,000million

as

December, 2010
3.4 Vision:

Paid up capital: BDT 2,660 million

Its team is committed to assure a standard that makes every banking transaction a pleasurable
experience. Endeavor is to offer you razor sharp sparkle through accuracy, reliability, timely delivery,
cutting edge technology, and tailored solution for business needs, global reach in trade and commerce
and high yield on your investments.
3.5 Goal:
People, products and processes are aligned to meet the demand of its discerning customers. Its goal is
to achieve a distinction like the luminaries in the sky. Prime objective is to deliver a quality that
demonstrates a true reflection of our vision Excellence in Banking.
3.6 Corporate Values:

Figure 3.1 Corporate Values

3.7 Management System
Since its journey as Commercial Bank in 1995 Dhaka Bank Limited (DBL) has been laying great
emphasis on the use of improved Technology. It has gone to Online Operation System since 2003.
And the new Banking Software FLEXCUBE is newly installed. As a result the Bank will able to give
the services of international standards.
3.8 Departments of DBL:
If the Jobs are not organized considering their interrelationship and are not allocated in a Particular
Department it would be very difficult to control the system effectively. If the any Departments are not
fitted for the Particular Works there would be Haphazard Situation and the Performance of a
Particular Department would not be measured. Dhaka Bank Limited (DBL) has does this work very
well. Different Departments of Dhaka Bank Limited (DBL) are as follows:

Human Resources Division

Operations Division

Personal Banking Division

Computer & Information Technology Division

Credit Division

Card Division

Risk Management Unit

Finance and Accounts Division

3.9 Chain of Corporate Governance

Chairman leads the Board of Dhaka Bank Limited. Shareholders vote for individual Directors. The
Board conducts a monthly review of its performance and that of its committees.

Figure 3. 2 Chain of Corporate Governance

3.10 Products of DBL:
Different banking products and services are being offered by Dhaka Bank Limited. This Bank is
committed to developing and delivering to the corporate relationships total banking solutions while
ensuring a level of service that exceeds customer expectations.
Liability ProductsIt includes Savings bundled Products, Deposit Pension Scheme, Special Deposit Scheme, Deposit
Double Scheme and Gift Cheque.
Asset ProductsIt includes Home Loan, Personal Loan, Vacation Loan, Car Loan, and Any Purpose Loan.
ServicesInternet Banking, SMS Banking, Locker, ATM Card, VISA Credit Card, Utility Bill/Tuition Fee
Collection, Letter of Credit, Western Union and other money transfers like Placid, Rupali etc. are the
services provided by DBL.

Chapter: 4
Analysis and Findings

This report is all about training program of Dhaka Bank Ltd. Therefore, it is important to illustrate the
Human Resources Division of this organization. Reasons behind describing HRD are that training is
an activity of this department. Employees are trained with the collaboration of HRD and training
institute of this Bank named as DBTI.
4.1 Human Resources Division:
Dhaka Bank believes that its human resources are its greatest asset and recognize them as building
blocks on which the Banks performance and development depends upon. So it always tries to
develop and implement appropriate Human Resources Management policies. It provides emphasis on
recruiting best professionals and implement programs to develop and retain high quality performance.
The banks human resources policy emphasize on providing job satisfaction, growth opportunities,
and due recognition of superior performance. A good working environment reflects and promotes a
high level of loyalty and commitment from the employees. Realizing this Dhaka Bank limited has
placed the utmost importance on continuous development of its human resources, identify the strength
and weakness of the employee to assess the individual training needs, they are sent for training for
self-development. To orient, enhance the banking knowledge of the employees Dhaka Bank Training
Institute (DBTI) organizes both in-house and external training.
4.2 Functional Classification of HRD:
Dhaka Bank Limited has four units in its Human Resources Division. Each and every unit has its own
defined duties and responsibilities. The units include several activities. The following chart will help
to understand it more clearly:

Figure 4.1 Functional Classification of HRD of DBL

Resource Planning Unit:
Basic activities of this unit are Manpower planning, Staffing, Hiring and Placement, Job description
Development, HR Contract, Third Party Contract and Human Resource Information System.

Compensation Management Unit:

It includes Short Term & Long Term Benefits, Income Tax, Power of Attorney, Employee Loan,
Leave Management, Salary Certificate, LFA Processing, HR Clearance, and Employment Certificate.
Performance Management Unit:
Basic activities include Performance Evaluation, Disciplinary Action, Rewards, and Promotion.
Career Development Unit:
Activities include Career Planning, Local & Foreign Training and Internship.
4.3 Training & Development Program:
As the selection & recruitment of DBL emphasizes on having the skilled graduates & postgraduates
who have little or no previous work experience, so it needs to train up the employees. The logic
behind is that DBL wants to avoid the problem of 'garbage in & garbage out'. And this type of young
& fresh workforce stimulates the whole working environment of DBL. DBL provides training to its
employees through a separate organization named DBTI.
4.4 Dhaka Bank Training Institute (DBTI):
Dhaka Bank Limited has its own training institute. Human resource development is the most
important part in any organizational sustainability, growth, development and expansion. The need for
professional excellence at Dhaka Bank was duly recognized by its Board of Directors and
Management. And it has been evident since December 1999 by the decision to create Dhaka Bank
Training Institute (DBTI) that came into reality in 2000.
Training and Development is an ongoing process in DBL with personal and professional
development. The DBTI is committed to develop the human resources, the main driving force of the
Bank through structured modular training programs. With a view to achieve professional excellence in
Banking, DBTI conducts various courses, workshops, executive development programs mainly for
Officers and Executives of the Bank.

4.5 Training:
A process of teaching new employees the basic skills they need to perform their jobs is called training.
It is concerned with the structure and delivery of acquisition of knowledge to improve the efficiency
and effectiveness of organization. (Dessler, 2003)

Training involves employees acquiring knowledge and learning skills that they will be able to use
immediately. Training is concerned with improving the existing skills and exploring the potential
skills of the individual i.e. upgrading the employees skills and extending their knowledge. Therefore,
training is a key to optimizing utilization human intellectual technological and entrepreneurial skills.
Development involves employees learning that will aid the organization and employee in the
organizations career. (Mello, 2006)
4.5.1 Theories of Training:
As regards the nature of development through training there are two basic schools of thoughts. This
areConfucian systems
It is professed by great old Chinese philosopher Confucius. Learning becomes complete by doing. It
runs like that,
I hear, I forget
I read, I know
I see, I remember
I do, I learn
Gen system
It is believed to be professed by mohair founder of Jainism in ancient India. Confucius believes are
based on two philosophies. There is a limit to development beyond which cannot go. Learning occurs
at the highest level and remains static over there. But unlike Confucian system, under Zen system
which Japanese practice/there is no limit to development. It is not static. It is dynamic and ever
changing. It is continuous and unending process. Training fosters self-development life-long. This is
the belief, which is gaining unanimous popularity day by day, throughout the world.

4.5.2 Approaches of Training:

There are two basic approaches towards training for accomplishment as well as enhancement of the
knowledge, skill and attitude.

10

Figure 4.2 Approaches of Training

4.5.2.1 Andragogy
Andragogy means adult learning. It is self-learning. Adult do not accept everything indiscriminately.
They want to have a participative role, as they want to speak and discuss on important matters. There
occurs a two-way communication. It is arranged by trainer under congenial atmosphere.
4.5.2.2 Pedagogy.
It means child learning. In fact it is spoon-feeding. It means what is delivered that is accepted without
any challenge, which is quite likely for the children. Here is the one-way communication.
When the way for training is identified, the identification of the desired range of training is the
subsequent task. Many of the participants are not sure about, what they know and what they do not
know. At the outset, participants are classified as belonging to any or more of the following:
I know what I know
I know what I dont know
I dont know what I know
I dont know what I dont know
Training of a participant is surveyed by comparing the entering and terminal behavior. One
assessment of the participants is done at the entry point and another assessment is done at the close of
training development.
4.5.3 Timeliness of Training
When new employees are appointed
When employees are promoted
When employees are transferred from one department to another department

11

 When policies, activities and technologies of the organization change

For updating knowledge and skill
For any other causes.
4.5.4 Needs for Training:
Training itself is a motivating factor. It motivates employees through improving their
expertise.
Training improves productivity of the employees. They become interested toward their job as
well as they are taught best techniques to do a particular job.
Training eliminates inferior feelings among the employees. Previously they were reluctant to
their job as they didnt know how to handle job. As they know the best procedure to handle
tasks now they recognize asset of an organization.
Training aids in developing an organization culture. It creates an environment of teaching &
learning.
Organizations performance increases because of training. Organization performance is
dependent on individual performance which is dependent on training.
In our country most of the cases employees do not have proper job experience. They have
neither job related education nor experience. So training is required to perform various
obligations, task and functions.
Training introduces employees with their tasks. It creates a sense of accountability.
It is of significant importance to develop superior- subordinate relationship, team work and
collaboration among different sub units.
It helps acquisition and sharpening of employees capabilities that is required to perform
various obligations, tasks and functions.
It increases awareness of the competitive advantage, working with teams from very different
cultural background.
It supports the best talents as a means of expanding its business.
Training develops the employees capabilities so that they may be able to discover their
potential and exploit them to full their own and organizational development purpose.

12

 It develops an organizational culture where superior subordinate relationship, team work, and
collaboration among different sub units are strong and contribute to organizational wealth,
dynamism and pride to the employees.
4.5.5 Scope of Training:
DBTI

provides training to its employees on three areas. The tenure of this type of training ranges

from 1 week to 1 moth. These are:

Figure 4.3 Scope of Training

Training provided during the year 2010 to the employees of DBL are as follows:

Figure 4.4 Training Provided During 2011

4.6 Training Program at DBL:
A typical training and development program involves two strategic issues to be successful.

13

Figure 4.5 Training Program at DBL

4.6.1 Planning & Strategizing Training

It involves four steps for planning & strategizing training as follows:

Figure 4.6 Steps of Planning & Strategizing Training

4.6.1.1 Needs Assessment:

It involves identifying the specific job performance skills needed to improve performance and
productivity, analyzing the skills and needs of the prospective trainees and to develop specific
measurable knowledge to perform their job. This is to ensure that the program will be suited to the
trainees specific levels of education, experience and skills. It uses study report to develop specific
measurable knowledge and performance objective.

14

Figure 4.7 Levels of Needs Assessment

Organizational Level
It includes the culture, politics, structure and strategy of an organization. It considers the following
things

How does training relate to organizational objectives?

How does training impact day to day workplace dynamics?

What are the cost & expected benefits of training?

Task Level
It involves looking specific duties and responsibilities assigned to different jobs as well as skills and
knowledge required for performing the jobs. Special attention should be given to the following
questions

What responsibilities are assigned to the job?

What skills or knowledge are needed for successful performance?

Should the learning setting be actual job setting?

How can job provide the employee with direct feedback?

How similar to or different from the training needs of other jobs?

Individual Level
It considers the people to be trained. Careful attention to be taken in the following cases

What knowledge, skill and abilities do trainees already have?

15

What are the trainees learning styles?

What special needs do they have?

4.6.1.2 Objectives & Measurements

Training objectives must be specific, flexible, and measurable. These should not be vague. Specific
measurements should be used to evaluate the results of the training.
4.6.1.3 Design & Delivery
There are two critical issues in this section to be illustrated before designing a training program:

Figure 4.8 Critical Issues of Design & Delivery of Training

Training program is delivered by determining the types of training that employees need. Employees
of Dhaka Bank Ltd. are trained on the job and off the job the training.

Figure 4.9 Training Techniques

On the job Training:
Theoretically, when training is provided to employees within the working environment is called on the
job training. Employees actually work there as well as they are trained. It is one of the most popular
development methods.

16

On the job training involves instruction from several sources and types of programs. Training is done
at DBL by the following trainers:

Figure 4.10 Types of Trainer

Important techniques that are used in this type of training and development are
Job rotation assignment
Coaching / Under study Approach
Project or task force assignment
Tele-training
Junior Boards
Action Learning
There are several advantages of the above training techniques. Such as relatively inexpensive, trainees
learn while they are working, there is no need for programmed learning devices, employees get quick
feedback about the correctness of their performance.
Off the job Training:
Theoretically, when employees are trained outside their working place then it is called off the job
training. Basically executives are provided this type of training. In general, training & development
programs are designed to increase the managers knowledge or skill and to influence them to behave
in a desired way with others.
There are some organizations that sponsor numerous programs both internally and externally through
their institutes or through professional organizations. DBL provides off the job training to its
employees by the following techniques:

17

 Lecture
Group discussions
Laboratory training
Programmed learning
Computer based training.
Role Playing
E-learning
In-house Development Centre.
Discussion Method
It has considerable flexibility. It involves greater participation and more interesting. It has wide
acceptance and is one of the most popular methods used in DBTI for the employees. Its main
weakness is that often it cannot be used with new employees as they do not have the knowledge or
experience to conduct intelligent and profitable discussion. It includes the following Conference
Seminar
Workshop
Symposium
Panel discussion
Case study etc.
4.6.1.4 Evaluation of Training
DBTI evaluates the trainees to determine its effectiveness. It is to receive feedback on training and to
decide whether training should be continued or not. There are four levels of evaluation of training as
follows:

18

Figure 4.11 Evaluation of Training at DBL

Reaction
DBTI uses evaluation process to understand the reaction of the trainees whether they liked the trainer,
training and facilities. It documents the immediate reactions to the training. Means of knowing their
reaction is questionnaire.
Learning
It involves knowing whether trainees have learnt something from the training. DBL Uses feedback
devices through DBTI for pre and post- tests to measure what learners have actually learned. Written
test, performance test, graded simulations are used to know the levels of their learning.
Behavior
It is important to change the behavior of the trainees after being trained. Here supervisors reactions to
learners performance following completion of the training are noted. This is one way to the degree to
which learners apply new skills and knowledge to their jobs. Performance appraisal can be beneficial
here. It can be done by superior, peer, subordinate and client.
Results
Actual outcomes of the training are determined in this step. It determines the level of improvement in
job performance and assesses needed maintenance. It is to examine that trainees have improved their
performance level because of training. Productivity, quality of production, morale, cost, profit etc are
the signifiers of their actual outcome.
4.6.2 Integrating Training with Performance Management & Compensation
Dhaka Bank Ltd. uses the results of training to performance management and compensation systems.
These are related with each other. According to performance management training is given to the
employees as well as compensation package is determined with the combination of performance and
training results.

19

Figure 4.12 Integrating training with Performance & Compensation

4.7 Benefits of Training Program:
Training program facilitates organizations to develop individual as well as organizational
performance. It improves the skills through structured and effective training. It plays a central role in
performance management process. It is the integrated process that employers use to make sure
employees are working towards organizational goal. Training is vital and never ending process.
Training creates four levels of changing in people as follows:
Knowledge changes
Attitudinal changes
Behavior changes
Performance changes
Changes in knowledge tend to be easy to make through training. Reading newspaper, books, articles
etc can create this change. Attitude structures differ from knowledge structures in that they are
emotionally charged in appositive or negative way. It is difficult to change behavior therefore; it is the
main aim of training. Changes in the above cases encourage employees to produce more at lower cost
having efficiency. Employees are motivated toward their jobs. Relationship between and among the
employees improve because of effective training.

Chapter 5
Conclusions and Recommendations

20

5.1 Conclusions
Being a service providing organization Dhaka Bank Limited is always concerned with continuous
training. Effective interaction and communication enhance productivity, skill, confidence and
attitudinal change in positive dimension. It enables managers and employees to learn the job and
perform more proficiently than would otherwise be possible without training. Training is essential to
have a long run existence in the banking sector, to have a position in the customer mind. Personnel of
this Bank are tried heart and soul for this purpose. By utilizing the time, effort and experience,
employees of this Bank want to have a prosperous growth. The success depends on the customer
satisfaction and proper utilization of human and non-human resources. So human resources should be
trained in order to providing best effort from their side. Moreover, employees require training and
retraining in order to upgrade skill or to prepare for new positions. Every people have some potential.
It needs to be flourished only. Training is the means to explore the hidden talent of the employees.
Training improves three types of skills that employees need to contribute for the organization. Each
skill is essential either more or less. A well trained employee tends to be more secure and confident
person both on and off the job. When employees are trained they become sure that they are going to
be set permanently in the organization for longer time period. It makes them confident as well as
productive. They are motivated to serve as their best for the better growth of the organization. It is
expected to have standardized performance from the personnel. Therefore, it is of great importance to
review the training program as well to design the training program effectively. Employee training
needs should be found out to have a better result. An effective planned and administered training
program should lead to higher productivity. It requires lower cost and lower employee turnover. So
Human Resource Division should do its activities being free from any corruption. Fruitfulness of the
overall performance depends on the willingness of HRD and DBTI.

5.2 Recommendations

21

Based on the findings of this report is it expected that the following suggestions would be beneficial
for this organization to have better results regarding training and development program of the
employees:
1. Management must recognize that training is essential for the continued growth and
development of individual and organization.
2. Employees should be treated as human resources rather than human capital. Human
capital means employees can be transferred from one place to another without any reason. It
is believed that they would not react to it. Emotional attachment of the employees is ignored
here.
3. Employees should be interviewed individually as well as in group to know about their
training needs. It is the most crucial part in a successful training program. If training does not
meet then need then it becomes meaningless.
4. Training must be planned, systematic and continuous process providing an atmosphere
conductive to effective learning.
5. Training programs should be designed according to the specific requirements of the
employees. There is no one single training technique that satisfies all employees.
6. Opportunities for training should be provided for all employees of the organization.
7. As supervisors dont encourage their subordinates to be absent for long time period therefore,
short-term training should be emphasized rather than long-term training.
8. DBL needs to review the performance of the employees who were trained earlier. If it is seen
that their performance level remains same as it was then reasons behind the undesirable
condition should be found out.

22