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Internship Report

Training & Development of Renown Apparels Ltd.


(This Internship Report Is Submitted For the Partial Fulfillment of the Degree of
Master of Business Administration with a Major in HRM)

Prepared For:
Bithika Das Gupta
Lecturer
Faculty of Business Studies

BGC Trust University Bangladesh

Prepared By:
Name: Shahadat Hossain
Student ID: (110102086)
Semester: 8th
Batch: 2nd
Program: BBA
Major in HRM

Submission Date: 28th July, 2015

Objectives:
Broad Objective:
The primary objective of my study is to lay down the foundation of trainings
and development and analyzing the present developments of employee
through trainings and the future prospects of the growth based on the organize
expectation.
Specific objective:
The specific objective of my study about employee training and development
is to try to apply my learning in the area of Human Resource so that I can
gain significant practical knowledge and understand the nature and
importance of training and development and identify the various inputs that
should go into any program.

Methodology:
Business research used in this report is of descriptive nature. Through this
descriptive research, this report seeks to determine the answers to who, what,
where and how questions of the cellular industry of Bangladesh.
The methodology of the study will require data at first. The sample size is
chosen in order to understand what most of the employee think about training
program. When adequate data

were collected, it was sorted and displayed as percentage and is depicted in graphs. The
sample is chosen from GP House, P&O Division.
To prepare the report, research design and methods of this study is described as follows:
Data source:
Data for this report has been extracted from primary sources as well as secondary
sources.

Primary
Data
source

Secondary
data
source

Questionnaire
survey
Direct interview

Annual Report
Informal
discussions
Published articles
Journals
Brochures
Official web sites
Figure-1

Primary Data:
Primary Data is collected though questionnaire survey which is arranged on training
programs of Grameenphone and direct interview is done with corporate employees of
Grameenphone Limited.
Secondary Data:
Majority of the data is collected from Annual Report, informal discussions mainly with
my supervisor and team members, published articles on telecommunication sectors,
journals, brochures, Grameenphone official web sites.

Limitations of the study:


Every process usually carries limitations with it. This study is not an exception. The
limitations that I faced on my way to this internship report are stated below.
Time constraint was a big factor as my internship report was due in 3 months and I
had to do this report along with my regular office work.
Data availability was another big issue here because company was not willing to
disclose few the confidential information regarding their managerial strategies and
plans.
As the data are collected through the surveyor, it may have hampered the data
validity and reliability.
Grameenphone, as one of the best private telecom organizations, were sometime
unable to spare much time for discussion for discussions.
Even though there were some limitations, I tried my level best to collect adequate data
and information to make the report meaningful.

Chapter: 2
Literature Review on HRM

Introduction
Management and Human resource are one and the same. Management is managing people at work.
HRM is also concerned with managing people at work. It covers all types of personnel. It draws on a
number of related discipline, such as industrial psychology, sociology, social psychology, and
economics.
Definition of HRM
Human Resource Management is the term increasingly used to refer to the philosophy, Policies,
procedures, and practices one need to carry out people or human resource aspect of management
position. These include:
Determining the nature of each employees job.
Planning labor needs & recruiting candidates.
Selecting job candidates.
Orienting & training new employees.
Managing wages & salaries.
Providing incentives & benefits.
Evaluating performance
Training & developing.
Labor relation.
Finally, we can say that management is getting things done through other people.
Characteristics of HRM
v Multiplicity of roles assumed by individuals. A person plays many different role in the society.
These roles are conflicting in nature.
v Two people are not the same, they are different.
v People appreciate as times goes on. People gain more knowledge & experience.
Basic Principle of HRM

A principle is a basic statement of truth explaining cause and effect relationship between two or more
variables. Every subject is guided by its principle. HR is not an exception. The fundamental principles
of HRM are as follows:
Deal with people a complete indivisueals. Consider employee as a whole peerdson.
Treat employee with respect & dignity.
Treat all employee with justice, there should be no discrimination.
Treat people as adult.
Make people feel worthwhile & related.
HRM is not personal.
Reward should be earned not given. If it is earned it becomes a gift or donation.
Supply employees with relevant information.
People ought to be considered as social capital capable of development.
Provides opportunities for growth within the organization.
Sell the personnel program. It must be sold.
Group interest predominance over individual interest.
Dont underestimate the potential of people.
Objectives of HRM
Objectives are predetermined goals at which individual or group activity in an organization is aimed.
The formulation of the objectives of an organization is necessary for the following reason:

Human beings are goal directed. People must have purpose to do some work. Announced
organizational goals invest work with meaning.

Objectives stand out as guidelines for organizational performance.

The main focus for HR management must be on contributing to organizational success.


The objective of HRM can be described as follows:

v To maintain and sustain industrial peace. Without peace prosperity is not possible. It is true for
nation as well as business organization. Without industrial peace all resources remain under-utilized.
v To improve the productive contribution of people to the organization. In a competitive environment
productivity improvements very significant. Productivity is the function of a ability and motivation.
Training and education can improve ability. The HR mangers must take measures to increase
employees willingness to put more effort.
v To generate maximum individual development of people within the organization.
v To attract and secure appropriate people capable of performing effectively and efficiently the
organizations specific tasks.
v To maintain a high morale and better human relationships inside the organization.
v To recognize and satisfy individual needs.
Overall HRM functions
The main functions of the HRM department are as follows:
1.

Recruitment

2.

Selection

3.

Orientation Program

4.

Training & Development

5.

Performance appraisal

6.

Promotion

7.

Transfer

8.

Communication

9.

Customer satisfaction

10.

Servicing

i & Development:
Human resource is one of the most important assets and a part of the organization
concerned with the people dimension. The present conventional one and this
change is continuous. As jobs in have become more complex and challenging, the
importance of employee education and training is increasing. Every organization
needs to have well adjusted, trained and experienced people to perform activities in
order to achieve organizational goals. When jobs are simple, easy to learn and

influence only a small degree of technological change, there is little need for
employees to upgrade or alter their skills. But such situation rarely exists on present
day. Rather, rapid job changes are taking place, requiring employee skills to be
transformed and frequently updated. In organizations, such up gradation occurs
through employee training.

In general, training refers to a planned effort by a company to facilitate


employeeslearning of job-related competencies. Inadequate job performance or a
decline in productivity or changes
resulting out of job redesigning or a technological break-through require
some type of training and development efforts. As a job becomes complex,
importance of employee development increases in equal proportion. In a
rapidly changing society, employee training and development is not only
an activity that is desirable but also an activity that an organization must
conduct to maintain a viable and a knowledgeable workforce. The goal of
training for employees is to make them master the knowledge, skills and
behavior that are emphasized in training programs and to apply those in
their day-to-day activities in the workplace.
Organizations today are taking advantage of the fact that training can strengthen
employee commitment. Few things illustrate a firms continuing developments
opportunities for them to enhance themselves and such commitment is usually
reciprocated. Training has become a mandatory tool to survive in the hard facing
workforce .To accelerate the overall human resource management achievement, training
works as a major part of its dimensions.

.
Main training activities consist of in-depth foundation programs for entry level Management
Trainees. Specialized training programs in the areas like general e-learning, project
management foundation/professional/advanced trainings programs, feedback & coaching are
also organized by P&O depending on need. Frequently outreach programs are organized to
meet demand for new and specialized skills.

Orientation program
formal orientation program for the new employees. BSB arranges formal orientation program after recruiting
new officer level employees, but it has no orientation program for newly appointed staff or lower level
workers. The immediate supervisor is responsible for internalizing the employees of the organization.
Training
The main function of the functions of the training department is as follows:
1.
To prepare & implement Annual Training Program
2.
To send officers to local training institutions for improving professional skills.
3.
To organize seminar/ workshop/ symposium on key economic or banking
Training policy of the BSB are:
1) At first, the HR manager of the BSB determines the training needs on the basis on seniority and merit
list.
2) The training department provides training to the new and existing employees on the basis of schedule
prepared early in the year.
3) This department asks the departmental head to provide specific number of trainee for any specific
training course.
There are various methods of providing training to the employees. The training department of normally
arrange the followingv Classroom lecture
v Conference
v Workshop
v Symposium
v Seminar

v Audio visual technique


v Computer based training
Depending on the situation, training department selects training methods for training the employees.
Then HR manager makes decision that who will be trainer
Then HR manager selects time and venue for conducting training program
The HR manager prepares a questionnaire and trainees are asked to comment about trainers to identify
which part is good and which part is ineffective of trai2ners.
After completing training program, the training department arranges an examination for evaluating the
training effectiveness of the employees. Those perform well in the examination are ranked first. On the basis
o their performance the training department provides certificates.

Author Opinions of different authors regarding Training & Development


Oatey (1970)
Training improves a persons intellectuallyskillandat a task mentally developing an
employee, which is very essential in facilitating not only the level of
productivity but also the development of personnel in any organization.
Yoder (1970)
Training and development in todaysthan employme training alone since human resources
can exert their full potentials only when the learning
process goes for beyond the simple routine. Hesseling (1971) Training is a
sequence of experiences or opportunities designed to modify behavior in order
to attain a stated objective.
Kane (1986)
If the training and development function is to be effective in the future, it will
need to move beyond its concern with techniques and traditional roles. He
describes the strategic approaches that the organization can take to training
and development, and suggests that the
choice of approach should be based on an analysis of the organizations needs, and staff
attitudes and beliefs, and the level of resources that can be committed. This more

strategic view-point should be of use in assessing current efforts as well as


when planning for the future.
Raymond (1986)
The influences of trainees characteristicsthelevel of ability necessary to learn program
content. Motivational and environmental influences of training effectiveness have received
little attention. This analysis integrates important motivational and situational factors from
organizational behavior theory and research into a model which describes how trainees'
attributes and attitudes may influence the effectiveness of training.

Adeniyi (1995)
Staff training and development is a work activity that can make a very signGPant
contribution to the overall effectiveness and profitability of an organization.

Chris (1996)
Training and development aim at developing competences such as
technical, human, conceptual and managerial for the furtherance of
individual and organization growth.
Seyler, Holton III, Bates, Burnett and Carvalho (1998)
The continuous changing scenario of business world, training is an effective measure used by
employers to supplement employees knowledge

Akinpeju (1999)
The process of training and development is a continuous one. The need to perform ones
efficiently and the need to know how to lead others are sufficient reasons for training and
development and the desire to meet organizations objectives of higher
productivity, makes it absolutely compulsory.
Oribabor (2000)
Training and development aim at developing competencies such as
technical, human, conceptual and managerial for the furtherance of
individual and organization growth.

Isyaku (2000)
The process of training and development is a continuous one. It is an avenue to
acquire more and new knowledge and develop further the skills and techniques
to function effectively. Tan, Hall and
Boyce (2003)
Companies are making huge investment on training programmes to prepare
them for future needs. The researchers and practitioners have constantly
emphasised on the importance of training due to its role and investment.
Stavrou et al.,(2004)
The main goal of training is to provide, obtain and improve the necessary
skills in order to help organizations achieve their goals and create competitive
advantage by adding value to their key resources i.e. managers.
Giangreco, Sebastiano, and Peccei (2009),

The key determinants of overall satisfaction with training (OST) are


perceived training efficiency (PTE) and Perceived usefulness of training
(PUT).
Bates and Davis (2010)
Usefulness of training programme is possible only when the trainee is able to
practise the theoretical aspects learned in training programme in actual work
environment. They highlighted the use of role playing, cases, simulation,
mediated exercises, and computer
based learning to provide exposure to a current and relevant body of
knowledge and real world situations.
Kalaiselvan and Naachimuthu (2011)
Training cost and business benefits are drawn on X and Y axis respectively.
Four quadrants were identified to highlight (i) strategic (Lower training cost
and higher business benefits), (ii) Payback (Higher training cost and higher
business benefits) (iii) Think (Lower training cost and lower business
benefits) (iv)Drop (Higher training cost and higher business benefits).
Karthik R (2012)
Training objectives tell the trainee that what is expected out of him at the end
of the training program. Training objectives are of great signGPance from a
number of stakeholder perspectives; Trainer, trainee, designer, evaluator.

Training:
Training usually involves educational or inspirational activities designed to
improve knowledge, skill, and performance at the individual level. Training
basically refers to a
planned effort by a company to facilitate competencies.

The competencies include knowledge skills, or behaviors that are critical


for successful job performance.

Development:
Development is a process by which the employees develop their skills,
behaviors, attitudes, actions, and other abilities with continuous
trainings or learning, that are needed to perform in an organization
effectively and smoothly..
A successful development process delivers appropriate change in individual behavior,
attitudes, and activity directly related to organizational goals and measurable results.

Discussion of Training and development:


The goal of training is for employees to master the knowledge, skill, and
behaviors emphasized in training programs and to apply them to their dayto-day activities. Recently it has been acknowledged that to gain competitive
advantage, training has to involve more than just basic skill development.
Many companies have adopted this broader perspective, which is known as
high leverage training. High Leverage training is linked to strategic business
goals and objectives, uses an instructional design process to ensure that
training is effective and compares or
benchmarks the companys training programs companies.

The ultimate objective of employee training and development is to create


intellectual capital who can contribute to the organizational development
competing against the market rivals.
Source: Employee Training and development, By Raymond A. Noe.

Source: http:// www.rphrm.curtin.edu.au


Figure : Training and development Process.
In organizations training and develop program works as a transforming
process, by the process new unskilled employees enters into the organization
get proper training and they develop themselves as skilled employees. a
effective training and development program can ensure motivation,
commitment to the trained employees at the same time those motivated
employees takes to lead to be competent in the market to server the
organization their best for the organizational development.

The Training Cycle


Which includes :
Establishing the skill requirements and the
subsequent training needs of the workforce.
The design of the most suitable events and most

effective training methods for your organization


Delivery of the training with additional
support for any open learning aspects.
Evaluation and validation of the training event to ensure that you
achieve identifiable and cost effective business improvements from
the development of your staff
Training and Development

Training for Individuals: Some training are designed only for the
individuals, for those the employees are individually responsible for their
own development.
Training for teams: Trainings served for teams, when team performance is
necessary.
Training for organizations: organizational training that may containing
creating fair and productive organizational environment, developing
knowledge sharing culture inside the organization

Chapter: 3
Practical aspects

RENOWN APPARELS LTD


Renown

a name of a group of factories engaged in 100% export oriented knit garment


manufacturing activities. Its knit composite unit Renown Bangladesh Ltd along with
own accessories unit Renown Accessories built in a huge premise while other 100%
export oriented knit garments .Since the inception in 2011 renown Group, has
maintained the principles of, Quality as the priority for both in products and services for
their esteemed Customers, which is being sustained by each individual of Renown
Group, resulting a gradual growth by which the group acclaimed an image of an
excellent company in terms of Quality and Delivery. With the spirit of service driven by
customers demand, state of the art and best available modern and computerized
equipments and machinery in the world, highly qualified, experienced and dedicated
workforce, highly efficient operational and management system, strong product R&D
capabilities and zero defects Quality Standards, renown has successfully opened up
Marketing network in all major markets of the world.

It has a complete range of Apparel Manufacturing based on best quality yarn ( e.g. Pima,
Supima, Organic cotton, Modal, Bamboo, Tactile, Lycra, Coolmax, Polyamide,
Polyester, Viscose, CVC etc), Versatility in Knitting, Complete range of yarn and
piece dyeing, very modern fabric finishing plant, computerized sewing equipment,
dedicated, experienced and efficient workforce , R&D to develop new fabrics and design
team.

Renown Bangladesh Ltd. is a company having WRAP and Fair-Trade certificate.


Renown Group at a glance
Renown Bangladesh Ltd.

40000 pcs/day

CA Knitwear Ltd.

15000 pcs/day

Needle Touch Ltd.

15000 pcs/day

Total Stitching Cap.

70000 pcs/day

Renown Accessories ltd.

2,50,000 pcs/day

Knitting Division

25000 kgs/day

Dyeing/Processing Division

18000 kgs/day

Garment Washing Plant

5000 pcs/day

Printing Division

30000 pcs/day

Embroidery Division

20000 pcs/day

Area:

9,07,200 sqf

Covered Area:

2,85,000 sqf

Total employees:

6000

Yearly Turnover(Million):

US$48.00

Quality assurance
It has a very strong quality assurance system prior to each process and on each
production level. Each product is being checked against the standards before issuing to
the production e.g. yarn, dyes, chemicals, fabric, accessories etc. Before cutting, fabric is
being inspected as per 4 point fabric inspection technique. In the line, quality is being
checked by the traffic light system and at the end of the line complete garment is being
checked by the experienced quality control personnel to assure the fault free
products. All the garments are being scanned by the metal detector. In final inspection
AQL (Acceptable Quality Level) 1.5 is being maintained.

The visionary leads the growth


Mission Statement
Renown mission is to be a dynamic profitable and growth oriented company by providing
best Quality products and services to its valuable customer securing health/safety of its
employees and maintaining a green environment.

Established

: November, 2011

Manufacturing Site

: Barodighir Par, Bhatiary Link Road,


(South Side) Hathazari, Chittagong.

Phone

: 031-2584295

Floor Space
Products

: 45,000.00 sft.
: Ladies Fashion Underwire(Bra, Panty)
T-Shirt
Ladies Sleep Wear
Mens Under Wear
A-Shirt

Machinery
Cutting

Sewing

: Straight Knife
Band Knife

: 02nos.
: 03no.

: Single Needle
: 201 nos
Double Needle
: 30 nos
Over Lock
: 72 nos
Flat Lock
: 70 nos
Zig Zag
: 60 nos
Bartack
: 30 nos
Button Hole
: 03 no
Kansai
: 02 nos
Snap button
: 02 nos
Rib cutter
: 02 no
Needle Detector
: 01 no.
Generator(165kva)
: 01 no
IPS (500W)
: 02 no
Solar (450W)
: 01 no

Manpower
Total Manpower

Worker
Management

: 600 Person
: 30 Person

Capacity
Panty/Sports Bra
Bra
T-shirt

: 50,000 Dz /Month
: 30,000 Dz /Month
: 20,000 Dz /Month

Contact Person: Shamsul Azam

Email: info@renownapparels.com
Humayun Kabir
Email: kabir@renownapparels.com

Building

Sample Room

Conference Room

Needle
Floor

Inspection Room

Store

Cutting Room

Sewing Detector

Sewing Floor

Finishing Section

Finished Goods

Objectives of the company.


1. Ensure 100% security.
2. Ensure 100% on-time delivery.
3. Ensure 100% quality right from the commencement to the finish
of production.
4. Ensure 100% efficiency of resources.
5. Ensure 100% transparency in all activities.
6. Ensure 100% honesty, discipline and punctuality.
7. Best use of potentiality of garments industries of Bangladesh.
8. Use of most modern technology in Business Field to the best
possible extends, which matches with the socio-economic
condition of Bangladesh.
9. Give opening to the new jobs.
10.

Developing a set of human resources with the most

modern business philosophy, practice and technology.


11.

Maintaining at least 80% efficiency.

Chapter: 4
Findings and Analysis

Methods of Employee Training that Bank Asia Ltd follows:


Bank Asia Ltd follows both the on the job and off the job training methods
for its employees.

On the job training:


Job Rotation: In Bank Asia Ltd employees move to various positions in the
organization in an effort to expand their knowledge, skills, and abilities.
AssistantTo positions: Employees at Bank Asia Ltd with potential
sometimes work under successful managers often in different departments of
the banks; this helps the assistant to get successful virtues from his superior.
This helps a lot to get an informal but most effective training.
Committee assignment: committee assignment can allow the employee to
share decision making, to learn by watching others and to investigate
organizational problems. Bank Asia Ltd arranges committee assignments for
its employees and the bank allows its employees to express their best toward
the organizational development by individual potential.

Off the job training:


Lecture course and seminar: Bank Asia Ltd arranges trainings for its
employees at its ownnstitutetraining.Thetrainersuse ilecture courses and

seminar to train the employees.

Employee overall Training records


Bank Asia Ltd always believes that IT has a great contribution in the
activities of Human Resource department. So the bank tries to keep the
entire employee training related information for proper recording reporting.
Bank Asia Ltd uses Orbits HRD solution developed by software giant Oracle
to record all the HR related activities of the banks. Both the employees and
HR personnel can view the training information according to their
accessibility. Privileged HR managers or administrators can add, delete, and
modify training related data on the system.
All the trainings that HR department has designed for the employees are set
in the system and when which employee will get the training on what
subject are also set in the system. Employees get information regarding the
training program they need to participate on specific date. Orbits the HRD
system developed by Oracle works as a complete Training Matrix for Bank
Asia Ltd.

HRIS to track the employee training information

Figure Employee Master Maintenance (Training Information Form)

The system shows employees training according to the serial number,


branch, designation of the employees and types of training with course
detail; it also shows the organizer name with specific code. The training
course duration, place of the training program, training starting date and end
date also shows in the system. All employees have the ID and password to
log on to the HRD system to view the training update of the individual.
Employees also get email from the HR department for any kind of training
inquiry regarding the HRD system.

Training Model Followed by the Training Department of Bank Asia Ltd


Among the five training models the training department of Bank Asia Ltd
follows Faculty Model to deliver training to its employees.
Director of
Training

Special
Training

Traditional
Banking
Training

IT
Training

Sales
Training

Training specialty areas


Figure : Faculty training model
In Faculty model the training department is headed by a director with a staff
of experts who have specialized knowledge of particular topic or skill area.
These experts develop, administer and update training programs.
The hr department of BAL follows this model to train its employees. in this
process the trainers hired by BAL develops, administrates and update the
training programs and serve the training to the employees. in this model the
it trainer are responsible for only it trainings and banking trainers are
responsible for banking trainings .

CHAPTER-4
Analysis and Interpretations of Data
DATA ANALYSIS
Number of Employee: I went to 17 employees of Bank Asia Ltd ( Tongi
Branch) ,
where 10 of them are male and 7 of them are female.
Table 1
Number of Employees According to Gender
Gender
Male
Female

No.
10
7
Figure 1

Number of Respondents According to


Gender

41%

Male

Female

59%

Analysis: From the above illustration we can clearly see that, 59% of the
respondents
were male and 41% of the respondents were female

Table 2
SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES

TYPE

NO. OF
RESPONDENTS

PERCENTAGE

ON JOB TRAINING

35%

OFF JOB TRAINING

53%

BOTH

12%

TOTAL

17

100%

Figure 2
Types of Training Undegone By Employees
12%
35%
On Job
Off Job

Both

53%

Concept: On job and off job training both are important while training an employee.
Sometimes on job training becomes more effective for the employees because employees
get more experience and practical example from this training than off job trainings.

Analysis: from the above illustration we can see, the off job training figure is 53%, off job
is 35 % and both is 12%. Bank Asia Ltd focuses on off job training mostly rather than on
job training.
Table 3
SHOWING THE RESPONSE
MEETING EXPECTATIONS

WHETHER

RESPONSE

NO. OF
RESPONDENTS

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

4
13
0
0

STRONGLY
DISAGREE

TOTAL

17

THE

TRAININGS

PERCENTAGE
24%
76%

100%
Figure 3

0%

Training Meeting
Expectaction

0%
0%
24%
Strongly agree
agree
Neutral
Disagree
Strongly disagree

76%

Concept: Training must meet the expectation of the trainees; if the training do the
expectation of trainees then the full training is not worthwhile to the organization and
to the employees.
Analysis: as we can see from the above illustration, 76% employees marked
the trainings met their expectations and rest 24 % marked on agree, they also
think the training met their expectations.

Table 4
ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM
TRAINING
RESPONSE

NO. OF
RESPONDENTS

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

12
5
0
0

STRONGLY
DISAGREE

TOTAL

17

PERCENTAGE
71%
29%

100%
Figure 4

Ability to apply the knowledge learned from


Training
0%
29%

Strongly agree
agree
Neutral
Disagree
71%

Strongly disagree

Concept: Employees are expected to implement their learning got from the
training in their practical work. If an employee become unable to apply
his/her learning in the job, what he/she got from the training then the
ultimate benefit from the training is basically nothing. An employee should
be able to apply his knowledge in the job what he has learned from the

training to enrich his effectiveness toward the job.


Analysis: the illustration shows us that 71% employees strongly believe that
they will be able to apply the knowledge learned from the trainings and 29%
agrees with the same statement.

Table 5
TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED
AND FOLLWED
RESPONSE

NO. OF
RESPONDENTS

PERCENTAGE

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

9
5
3

53%
29%
18%

STRONGLY
DISAGREE

TOTAL

17

100%
Figure 5

TRAINING OBJECTIVE FOR EACH TOPIC WERE


IDENTIFIED AND FOLLWED
10
8
6

2
0

0
Strongly
agree

agree

0
Neutral Disagree Strongly
disagree

Concept: To deliver a fruitful training to the employees, a trainer should


ensure that the training objective for each of the topic were identified and
followed and the trainees must support the trainer to do so. It needs both
efforts to meet the objective and to identify the objective of overall training.

Analysis: From the above illustration we can see 9 employees among 17


employees agree the training objective for each topic were identified and
followed and 5 employees neutral and 3 employees disagree with the
statement.

Table 6
The Training contents were organized and easy to follow
RESPONSE

NO. OF
RESPONDENTS

PERCENTAGE

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

4
10
3

24%
5%
18%

STRONGLY
DISAGREE

TOTAL

17

100%

Figure 6
The Training contents were organized
and easy to follow

18% 0%

24%

Strongly agree
agree
Neutral
Disagree
Strongly disagree

58%

Concept: To make the training more easy and communicative, the training
content must be easy, organized and more structured. Trainees could not
concentrate and the training will not become effective, if the trainees cannot
follow the training contents easily and get stuck with the unorganized

training material content.


Analysis: From the above illustration we can see The 24% employees agree
that the training content were organized and easy to follow, while 58%
remain neutral and 18% disagrees with the statement.

Table 7
THE MATERIAL DISTRIBUTED WAS PERTINENT AND
USEFUL
NO. OF
RESPONDENTS

RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

PERCENTAG
E

5
12

29%
71%

17

100%

STRONGLY
DISAGREE
TOTAL

Figure 7
THE MATERIAL DISTRIBUTED
WAS
0%
0%

PERTINENT AND USEFUL

0%
29%

Strongly Agree
agree
Neutral
Disagree

71%

Strogly Disagree

Concept: The training material enables the trainees to understand the


training easily. Trainees can take idea or can make themselves correct with
the help of those materials. The training materials should be easy and useful
to the trainees to they can understand the topics easily.

Analysis: As we see from the above illustration 71% employees thinks that
the training materials were useful and pertinent and 29% employees strongly
agrees that the materials were useful to them. The answer is positive
regarding the training program.

Table 8
THE TRAINERS WERE KNOWLEDGEABLE
NO. OF
RESPONDENTS

PERCENTAGE

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

12
5

71%
29%

STRONGLY
DISAGREE

TOTAL

17

RESPONSE

100%

Figure 8
THE TRAINERS WERE KNOWLEDGEABLE
14
12
10
8
6

12

4
5

2
0

0
Strongly
agree

0
agree

Neutral

Disagree

0
Strongly
disagree

Concept: Training is delivered by the trainer; in this sense the trainer must
be knowledgeable to serve the knowledge. If the trainer is not
knowledgeable then the trainees cannot get good training from the training
program. The transfer of knowledge from trainer to trainee becomes
impossible. To conduct a good and effective training the must be
knowledgeable.

Analysis: From the above illustration we can see 12 employees agree that
the trainer was knowledgeable and 5 employees remain in neutral answer.

Table 9
THE QUALITY OF THE INSTRUCTION WAS GOOD
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

NO. OF
RESPONDENTS

PERCENTAGE

17

100%

17

100%

STRONGLY
DISAGREE
TOTAL

Figure 9
THE QUALITY OF THE INSTRUCTION WAS GOOD
0%
Strongly agree
agree
Neutral
Disagree
Strongly disagree

100%

Concept: The outcome of the training depends on the quality of the


instruction. If the quality of the instruction from the instructor is better then
the trainees can understand the topics discussed in the training. To ensure a
fruitful and effective training the quality of the instruction must be better.

Analysis: From above illustration we can see all 17 employees of Bank Asia
Ltd agree they quality of the instruction of the training programs were good.

Table 10
THE TRAINER MET THE TRAINING OBJECTIVE
RESPONSE

NO. OF
RESPONDENTS

PERCENTAGE

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

9
5
3

53%
29%
18%

17

100%

STRONGLY
DISAGREE
TOTAL

Figure 10
THE TRAINER MET THE TRAINING OBJECTIVE
0%
18%

0%
Strongly agree
agree
53%

29%

Neutral
Disagree
Strongly disagree

Concept: The trainer must met his/her training objective by delivering


necessary lecture, communicating with the trainees, sharing knowledge,
giving examples. Trainees cannot
get good knowledge regarding the training i the training objective.

Analysis: From the above illustration we can see 53% employees of BAL agrees they
trainer met the training objectives, 29% re met the training objective.

Table 11
CLASS PARTICIPATION AND INTERACTION WERE
ENCOURAGED
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

NO. OF
RESPONDENTS

PERCENTAGE

8
9

47%
53%

17

100%

STRONGLY
DISAGREE
TOTAL

Figure 11
CLASS PARTICIPATION AND INTERACTION
0% WERE ENCOURAGED
0%
0%
Strongly agree
47%
53%

agree
Neutral
Disagree
Strongly disagree

Concept: Effective training includes feedback and good communication


between the trainer and the trainee. To make the training more effective by
the equal participation the trainer must encourage the trainees with class
participation and interaction.
Analysis: From the above illustration we can see, 53% employees agree that

class participation and interaction were encouraged in the training class and
47% strongly agrees with the statement.

Table 12
ADEQUATE TIME WAS PROVIDED FOR QUESTIONS AND
DISCUSSIONS
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

NO. OF
RESPONDENTS

PERCENTAGE

4
10
3

24%
59%
18%

17

100%

STRONGLY
DISAGREE
TOTAL

Figure 12
ADEQUATE TIME WAS PROVIDED FOR
0%QUESTIONS AND DISCUSSIONS
0%
18%

24%
Strongly agree
agree
Neutral
Disagree
Strongly disagree

58%

Concept: Adequate time should be distributed for the question and


discussions after the training session. This helps the trainees to make
themselves clear about the training and they can solve any problems with

discussions.
Analysis: From the above illustration we can see 58% employees agree,
24% strongly agree that adequate time was provided for questions and
discussions after the training session. And 18% employees remain neutral.

Table 13
EXAMPLES, VISUAL AIDS USED
NO. OF
RESPONDENTS PERCENTAGE

RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

9
8

53%
47%

17

100%

STRONGLY
DISAGREE
TOTAL

Figure 13
EXAMPLES, VISUAL AIDS
USED
0%
0%
0%
Strongly agree
agree

47%
53%

Neutral
Disagree
Strongly disagree

Concept: To make the training more attractive, informative, interesting


trainers should use example, visual while they give training in front of the
trainees.
Analysis: From the above illustration we can see 53% of the employees
agree that examples, visual aids are used in the training sessions and 47% of

the employees answers as neutral.

Table 14
HOW DO YOU RATE THE OVERALL TRAINING
RESPONSE
EXCELLENT
GOOD
AVERAGE
POOR

NO. OF
RESPONDENTS

PERCENTAGE

17

100%

17

100%

VERY POOR
TOTAL

Figure 14
HOW DO YOU RATE THE OVERALL TRAINING
0%
Excellent
Good
Average
Poor
Very Poor

100%

Analysis: The illustration shows that 100% employees think that the training
that Bank
Asia offers to its employees are good.

Major Findings:
Training meeting expectation of the employees: From the analysis
of the data we can say the training that Bank Asia Ltd organizes for its
employees are meeting their expectation.

The training objectives are clear to the employees: The training


objectives are fully clear to the employees; the employees know why
they are having the trainings and how the trainings will help them in
their work.

The training materials were useful and pertinent: All the


employees believe that the training materials were useful and those
were relevant to the specific training.

Time distribution was better for the training programs:


Employees agrees that the time sliced for each training course was
better and they enjoyed plenty of time to understand the training
topics in the class room.

The trainers were knowledgeable: From the employees response it


is seen that the trainers were knowledgeable to operate the training
operation to the trainees.

The class participation and interaction were not that much


encouraged:
employees think the trainers do no encourage themselves to
participate in the
class and to do interaction regarding the training topics.

Employees are optimistic to transfer the learning knowledge to


the work:
employees think that they will be able to apply their knowledge that
they have learned from the training in their work.

Training at outside institution are very useful: employees believes


that training at outside institution (BIBM) are very helpful than in
house trainings.

Training materials are detailed: all the training materials are huge
and elaborate these materials helps the employees afterwards in desk
works.

Training time need to be expanded for some trainings: some


employees thinks that training time need to be expanded for some
specific training.

Overall training quality was Good: All the employees think that the
overall quality of the training was good but they expect the trainings
to be better.

Employees are aware about their trainings: From the questionnaire


survey I have found out that, all the employees are aware about the
training programs and the implementation of the knowledge they get

from the training.

Employees only get banking trainings, and lack other trainings:


Employees at Bank Asia Ltd only get trainings bout the traditional
Banking trainings, some other trainings like managerial trainings,
interpersonal trainings, English language trainings are absent.

CHAPTER-5
Recommendation

Bank Asia should arrange other trainings (managerial trainings,


English speaking/reading/writing training, quick customer service
trainings, etc) rather than only traditional banking trainings for its
employees.
Training time for specific trainings need to be expanded.
Bank Asia Ltd should arrange on job training rather than off
job training. Bank Asia Ltd needs to hire more skillful trainer
to deliver the training.
Employees should get comprehensive training on operating and
maintaining the software STELAR.
No need analysis is done for the employee before training; Bank Asia
should implement need analysis for its employees.
The HR department should find out why employees think out side
institution trainings are more useful than in house trainings.
Bank Asia Ltd HR department should take ideas regarding designing
the training session from the employees based on their experience.
The ROI The return on investment made towards training and
development activity need to be measured. Employee has to be aware
about the cost invested by company indirectly and they will be
motivated to get the desired result output.

CHAPTER-6
Conclusion

Banks are highly competitive in Bangladesh. The success of one bank


depends on the better service from the bankers to customers. Successful
training and development can develop highly trained bankers in the banks,
who can serve the customer well, and can achieve customer satisfaction for
the organization, by proper training and development process employees
become more efficient and can contribute well in the organization in every
work. Well structured and constructive training can ensure competitive
advantage by the employees for the organization. So this is the right time for
the HR departments of Bangladeshi banking sectors to start effective
training and development programs for the employees by implementing
effective Human Resource Management.

References
Books
Reference
type

In-text examples

Reference list example

EndNote
and
Ref
work

Employee Training and Development


Single authorIntroduction to employee training and by
Book
rd
Raymond A. Noe (3 edition)
development(chapter 1) (Noe 2003)
McGraw-Hill Irwin
Planning And Strategizing Training,
Stategic Human Resource
Single author p.405,
Management by
Book.
nd
J.A. Mellow, Thompson, 2 edition
(J.A. Mello)
SOUTH-WESTERN
2 Authors

Training methods p.204, (Decenzo &


Robibns)

Fundamental of Human Resource


Book
Management by David A. DeCenzo,
Stephen P. Robbins. 8th edition.W S E
Wiley

Journal Articles
Reference
type

In-text examples

Reference list example

EndNote
and
Ref
work

Journal
article
Journal
article

Md Ashfaque Alam(2010), Bank Asia Bank Asia Ltd profile, BRAC EPL
Ltd
Stock
Bloomberg Ticker,
Brokerage Ltd.(2010)
Transfer supports:facilitating the
application
of knowledge and skills (Raymond
A.Noe
and Michael J.Tews)

Strategic training and development,


Journal
of management. Strategic Human
Resource
Management: where do we go from
here.

Journal
article
Journal
article

WebPages
Reference
type

In-text examples

Reference list example

EndNote
and
Ref
work

Web page

Organization profile, with mission an


vision

with
statement.
corporate or Banks of Bangladesh (wikipidea)
organization
a
l author

Bank Asia Ltd <www.bankasiaWeb


bd.com >,
page
<
http://en.wikipedia.org/wiki/List_of_ba
nks
_in_Bangladesh>

Personal Communication
Reference
type

In-text examples

Reference list example

EndNote
and

Ref

work
Interviewed with MS.Farzana Chanda
on

Personal
communicat
i
February
on
20,2011

Personal
communic
a
tion

Report
Reference
type

In-text examples

Electronic Training information form (Nusrat


Rabbani,2008)
report

Reference list example

EndNote
and Ref
work
Electroni
c

InternshipAstudyreportonHuman
Resource management and Human
resource
report
information system of Bank Asia
Ltd.20
Independent University Bangladesh
<www.sb.iub.edu.bd/internship_reportnusrat_rabbani_Atmn_08>

APPENDIX
Training Evaluation Questionnaire
for the survey on
Employee Training and Development of Bank Asia Ltd

Scale
Strongly
agree
Agree
Neutral
Disagree

5
4
3
2

Strongly Disagree 1

Please indicate your impressions of the items listed below.


discussion.
1. The training met my expectations.

2. I will be able to apply


the
knowledge
learned.

Strongl Agree Neutra


y
Disagree
11. The potential I have to
Agree
apply this knowledge in my

workplace
12.Examples,
visual aids

used

3. The training objectives for each


topic were identified and followed.

4. The
content
was
organized and easy to
follow.

5. The materials distributed


were pertinent and useful.

6. The
trainer
knowledgeable.

was

7. The quality of instruction


was good.
8. The trainer met the
training objectives.
9. Class
participation
and
interaction were encouraged.
10.Adequate
time
was
provided for questions and

Strongly
Disagree

13. What type/types of training have you undergone?

On the job Training

ff the job training

both

14. How do you rate the training overall?


Excellent
poor

Good

Average

Poor

Ver
y

15. What aspects of the training could be improved?

16. What elements of the training sessions did you find most worthwhile?
Why?

17. Other comments?