Chapter - 1: A Study On Selected Employees TNA of Grameenphone Ltd. - A Case Study

CHAPTER - 1
A study on Selected Employees TNA of Grameenphone Ltd. A Case Study
INTRODUCTION
Page 1
1.1 Introduction of the Study:

The present world is the world of information technology. Mobile phone is the revolutionary
invention of science. This mobile has enriched our communication network. It has been
possible to communicate from one corner to another by its contribution.
Mobile phone is one of the important wonders of modern science. The standard of living of
men has been changed by the contribution of this technology. At the beginning Telegraph was
only one medium of communication. Alecgunder invented telephone in 1876. As a result, it has
been possible to send the human voice to the remote. Electric sign is flown through the wire of
both the telegraph and telephone. At the beginning of last century wireless was invented by
Marcony which occurred revolutionary change in the communication. Consequently the
necessary of adding wire by receiving & transferring not needed. In case of telephone it is set
up one place which is not transferable, so problem occurs. In this situation mobile phone takes
the place of telephone to overcome the problem.
Mobile Phone Service is another name of silent revolution in Bangladesh. Mobile phone
service is keeping important role in removing the digital divide. Mobile phone is contributing
active role in receiving and sending information in the villages.
Bangladesh enters the mobile world through the City Cell Company in 1993. In that time the
cost of a connected mobile phone required more than one lack Tk for a mobile holder. Mobile
phone was like a dream among the normal or middle income group from 1993-1996. Later
Grameenphone, Robi ( Former Name Aktel ), Banglalink (Former Sheba World) and Airtel
( Former Name Warid ) got license from government.
There are some barriers working to regulate the mobile service rapidly in Bangladesh. Mainly
high import duty. The mobile companies are to pay tax at the high rate in importing mobile set
or machinery. For this reason the growth of this sector is being hampered. If import duty is
reduced than the mobile phone companies will be able to sale the mobile phone at the cheap
rate and provide better customer service than the previous level.
In todays Bangladesh, there is no perfect alternative of Grameenphone. It is now on the flow
of developing its program so rapidly that it seems that this company is going to capture the
master market of mobile phone in our country. Therefore, no doubt, its future prospect is bright.
1.2 Background of the Study:

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GrameenPhone is the leading Cellular Net Provider in Bangladesh. GrameenPhone started their
business approximately 17 years. GrameenPhone is operating in the market for long time. During
this time GrameenPhone went for different types of mergers as well as acquisitions. They gained
success from the very beginning of their operation and were capable enough to hold the success
year after year. GrameenPhone main competitors are AIRTEL, BANGLA LINK,ROBI,
CITYCELL and TELETALK. One of the strongest sides of GrameenPhone is its customers
service and management ship.
1.3 Significant of the Study:

Designing a training and development program involves a sequence of steps that can be grouped
into five phases: needs assessment, instructional objectives, design, implementation and
evaluation. To be effective and efficient, all training programs must start with a needs
assessment. Long before any actual training occurs, the training manager must find out training
needs of an organization by asking six vital questions, these are Who, What, When, Where, Why
and How of training. To do this, the training manager must analyze as much information as
possible about the following:
Individuals who are to be trained

Organization and its goals and objectives.
Jobs and related tasks that need to be learned.
Competencies and skills that are need to perform the job.
1.4 Objectives of the Study:

Primary Objectives:
The primary objectives of a training needs assessment is to identify performance requirements or
needs within an organization in order to help direct resources to the areas of greatest need, those
that closely relate to fulfilling the organizational goals and objectives, improving productivity
and providing quality products and services.
Secondary Objective:
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To present a background and introduction of Grameenphone Ltd.

To discuss about Training process of Grameenphone Ltd.
To discuss about the different training & development programs.
To discuss about the objectives and strategy of Grameenphone Ltd.
To discuss about how Grameenphone Ltd identify employees for the

training.
To discuss about evaluation process.
To have Knowledge on Grameenphone Ltd. and training & development
process.
To improve corresponding and report writing ability.
1.5 Scope of the Study:

The scope of the study is limited within telecommunication business in Bangladesh. It is also
limited within the organization of Grameenphone Ltd. and for that reason that information was
very much restrictive within the organization as the telecommunication business is going to be
very much competitive. Here we discuss with the topics related to the profile of the organization,
Training & development process of Grameenphone Ltd.
1.6 Limitation of the Study:

There are some limitations those are directly or indirectly done by the management. As this is
very much confidential so far I found some reasons. They are:
Grameenphone a good number of employees in their Customer Managements division; I
could not interview most of them due to office hour work pressure.
The Tele-marketing is new concept in Grameenphone, so gathering information was very
critical
There is no numerical data available for tele-marketing to present calculative figures and
to apply the tests.
Training schedule given on the holydays of the employees.
Different person take different training in different days, so that if something misses by
anyone the employee has to suffer.
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Launch the software first before training.

Training time is too short to learn.
Sometimes office time clashes with training time.
1.7 Methodology of the Study:

Sampling
I have selected a sample size of 20 employees. Out of 20 samples 10 will be top level employees
and rest of 10 will be below midlevel employees of Grameenphone.
Source of Data
Both primary and secondary data sources will be used to generate this proposal. The secondary
data sources are review of existing document in HR department of Grameenphone.
Data collection tools and techniques
Primary data sources are structured questionnaire and those will be close ended and open ended.
Data will be analyzed manually using proper statistical tools
1.8 Study Area:
Department of Human Resources, Job description , KSA analysis, Performance standards,
Observe the job/sample the work, Perform the job, Job inventory questionnaire, Review
literature about the job , Ask questions about the job , Analysis of operating problems
1.9 Major Activities
Questionnaire design, Data collection, clarification, data analysis and recommendation
1.10 Key Variables:

Competency, content Analysis, Feasibility Analysis, Gap Analysis, Interview, Job Analysis,
Learning Objectives, Needs Assessment, Needs versus Wants Analysis, Performance Analysis,
Performance Deficiency, Project Team, Target Population, Task Analysis, Trainer, Training
Needs Assessment
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1.11 Activity Schedule:

ACTIVITIES
1st
2nd
3rd
4th
5th
6th
week
week
week
week
week
week
Literature Review
Develop
Methodology
Construct
Questionnaire
Data Collection
Data Analysis
Report Writing
Paper Submission
& Presentation
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CHAPTER - 2
Organizational Background
2.1 Company overview:
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Grameenphone the leading telecommunications operator of Bangladesh is part of Telenor Group

which has presence in 13 markets across Europe and Asia.
Before Grameenphones inception, the phone was for a selected urbanized few. The cell phone
was a luxury: a flouting accessory for the select elite. The mass could not contemplate mobile
telephony as being part of their lives.
Grameenphone started its journey with the Village Phone program: a pioneering initiative to
empower rural women of Bangladesh. The name Grameenphone translates to Rural phone.
Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone
was the first operator to introduce GSM Technology in this country. Grameenphone pioneered
the then breakthrough initiative of mobile to mobile telephony and became the first operator to
cover 99% of the countrys people with network
Since its inception Grameenphone has built the largest cellular network in the country with over
8500 base stations. Presently, nearly 99 percent of the country's population is within the coverage
area of the Grameenphone network. Grameenphone has always been a pioneer in introducing
new products and services in the local telecom market.
Grameenphone was also the first telecommunication operator in Bangladesh to introduce the prepaid service in September 1999. It established the first 24-hour Call Center, introduced valueadded services such as VMS, SMS, fax and data transmission services, international roaming
service, WAP, SMS-based push-pull services, EDGE, personal ring back tone and many other
products and services. In October 2013 the company launched 3G services commercially. The
entire Grameenphone network is 3G/EDGE/GPRS enabled, allowing access to high-speed
Internet and data services from anywhere within the coverage area. There are currently over 7
million 3G/EDGE/GPRS users in the Grameenphone network.
Today, Grameenphone is the leading and largest telecommunications service provider in
Bangladesh with more than 50 million subscribers as of October 14, 2014.
2.2 Culture:
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Grameenphone has a conducive and safe working environment. Besides focusing on customers
and communities, they are committed to treating their employees with Integrity, dignity and
respect. The Companys intent is to establish good working management ship through a mutual
understanding of expectations. They believe in working in a team and demonstrate team spirit to
maximize and excel in standard quality service to their valued subscribers in the area of
telecommunication. Employees work in an environment where they feel valued, responsible and
supported by the authority as well as by their colleague.
2.3 Grameenphone Vision:
To be leading provider of telecommunication services all over Bangladesh with satisfied
customers and shareholders, and enthusiastic employees.
2.4 Grameenphone Mission Statement:
GrameenPhone Ltd. aims at providing reliable, widespread, convenient mobile and cost effective
telephone services to the people in Bangladesh irrespective of where they live. Such services will
also help Bangladesh keep pace with other countries including those in South Africa region and
reducing her existing disparity in telecom services between urban and rural areas.
2.5 Value Statements:

Make it EasyWe're practical. We don't over complicate things. Everything we produce should be easy to
understand and use. No waste. No jargon. Because we never forget we're trying to make
customers' lives easier.
Keep PromisesEverything we set out to do should work, or if you don't get it, we're here to help. We're about
delivery, not over promising - actions not words.
Be inspiring-
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We are creative. We strive to bring energy into the things we do. Everything we produce should
look good, modern and fresh. We are passionate about our business and customers.
Be respectfulWe acknowledge and respect local cultures. We do not impose one formula worldwide. We want
to be a part of local communities
2.6 Objectives of the Company:
Grameenphone has a dual purpose to receive an economic return on its investments and to
contribute to the economic development of Bangladesh where telecommunications can play a
critical role. This is why Grameenphone, in collaboration with Grameen Bank and Grameen
Telecom, is aiming to place one phone in each village to contribute significantly to the economic
benefit of the poor.
2.7 The Strategies:

GrameenPhones strategy is coverage of both urban and rural areas. In contract to the island
strategy followed by some companies, which involves connecting isolated islands of urban
coverage through transmission links, Grameenphone builds continuous coverage, cell after cell.
While the intensity of coverage may vary from area to area depending on market conditions, the
basic strategy of cell-to-cell coverage is applied throughout GP network.
2.8 Strategic objectives:

GP wants to maintain the lead and to overtake the competitors in the country is what
Grameenphone has been dedicated to seeking.
It wants to provide all its employees with challenging and rewarding work, satisfying working
conditions, and opportunities for personal development, advancement, and competitive
compensation.
2.9 The People:
The people who are making it happen- the employees- are young, dedicated and energetic. All of
them are well educated at home or abroad, with both sexes (genders) and minority groups in
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Bangladesh being well represented. They know in their hearts that Grameenphone is more than
just about phones. This sense of purpose gives them the dedication and the drive, producing the
biggest coverage and subscriber-base in the country. Grameenphone knows that the talents and
energy of its employees are critical to its operation and treats them accordingly.
2.10 The result:
By bringing electronic connectivity to rural Bangladesh, Grameenphone is delivering the digital
revolution to the doorsteps of the poor and unconnected. By being able to connect to urban areas
or even to foreign countries, a whole new world of opportunity is opening up for the villagers in
Bangladesh. Grameen Bank borrowers who provide the services are uplifting themselves
economically through a new means of income generation while at the same time providing
valuable phone service to their fellow villagers. The telephone is a weapon against poverty.
2.11 Grameenphone Challenge:

The famous slogan of Grameenphone is Connectivity is Productivity.
2.12 Shareholders of Grameenphone:

Shareholders of Grameenphone (GP) bring together experiences from different parts of the
world. This is particularly enriched by the unique in-depth experience of Grameen Bank, an
institution dedicated to poverty alleviation through collateral-free small loans in the rural areas of
Bangladesh. The foreign shareholders from Norway, Japan, and the United States -countries that
have been working as close partners of Bangladesh in its struggle for economic progress since
independence bring a rich heritage of human progress in technology, business cooperation, free
market competition, and socio-economic institution building.
Telenor:
Which owns 62% of GP, is the state-owned telecommunication company in Norway operating
since 1885. It is amongst the oldest, most sophisticated, and diversified telecom companies in the
world. The company has a long history of successful cooperation with other operators and
governments in and out of Norway. Telenors home base, Norway, has the highest density of
mobile phones in the world and one of the most competitive markets in the field. Telenor has
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been playing a pioneering role in the development of GSM, one the latest and most successful
versions of cellular technologies.
Grameen Telecom:
The second largest shareholder owning 38% of GP, has been established by Grameen Bank,
which believes that a lack of communication facilities in the rural areas is one of the major
obstacles to rapid economic development in the rural areas of Bangladesh. Grameen Telecom
deep understands of the people and culture of Bangladesh helps GP to build up convenient and
cost-effective communication facilities in the rural areas, which in turn, create more jobs and
open up business opportunities there.
These two companies own shares of GrameenPhone in the following manner:
Graph of Share Holding Structure:

Share Holding structure
38%
62%
Telenor
Grameen Telecom
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2.13 Organizational Structure:

GP Organ gram
CEO
Senior Assistant
to CEO
CHQ
Public Relations
Financial Service
Human Resource
Cost Efficiency
Climate Strategy
Corporate Affairs
Finance
Networks
Information
Technology
Sales
Marketing
Director
Financial
Managemen
t
Customer
Service
Company
Secretary
Internal Audit
Grameenphone has a board of directors headed by a Chairman. There are five directors on behalf
of the shareholders. Board of directors primarily looks after the activities of the managing
director and this is the appointing authority of managing director. Boards of directors mainly
conserve the interests of the shareholders. The managing director directly reports to the Board of
directors. GP have 5 divisions and 3 departments each having a director. All the directors report
directly to the managing director. The GP organ gram has gone through many changes over the
years due to company re-structuring.
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CHAPTER - 3
Literature Review
(Theoretical Aspect)
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3.1Training Concept:
Training has a wide number of implications and meanings. Quite often the academics draw a line
between the wide and narrow meanings of training. In its wide sense, training is defined as:
i) At birth or before we begin training to operate within pure environment. When the
training is satisfactory we speak of adjustments or adaptation to life. When the training is
unsatisfactory, the result is failure neurosis, or perhaps psychosis.
ii) A sequence of experiences or opportunities designed to modify behavior in order to
obtain a stated objective.
iii) Any activities which deliberately, attempts to improve a person's skill as a task.
Such definitions are many but all that they mean is to cover a wide range of subjects under the
term training. And such definitions may safely be used to define a number of other terms, namely
- education, learning, personal development, instruction, and so on. Thus these definitions lead to
some vague notions about the term and latch the required degree of specificity.
The two narrow senses of the term training, on the other hand, has been expressed by the
following definitions:
a)
Training is Education is a narrow sense" or "drill"
b)
Training is an effort to teach the learner to do some physical or mechanical tasks
at some pre determined standards, e.g. training of a novice to become an automobile driver, or
training of a policeman to handle some firearms etc.
These views of training is, in fact, very narrow in the sense that it includes only the process to
improving the sensory motor proficiency and ignores the other important aspects, such as
developing knowledge, mental skills, interpersonal skills and so on. So, this view is also not
acceptable in view of the present state of knowledge and practice of training.
In the backdrop of this, several recent authors have tried to define training following a middle
course. An illustration of few of them will help clarify the present day meaning of training.
1. Training is the formal procedures, which a company uses to facilitate employees learning
so that their resultant behavior contributes to the attainment of the company's goals and
objectives.
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2. Training is accepted as synonyms for all of the forms of knowledge, skill and attitudinal
development which adults need to keep pace with accelerating life involvement and the
enlarging concept of man's capabilities.
3. Training is akin to following a tightly fenced path to reach a pre- determined goal at the
end of it.
Such definitions are many but these are quite sufficient to reveal the important characteristics of
training. A close look at them shows the following important features.
Training involves a series of planned, goal directed activities. This implies that training imparts
those knowledge, skill and attitude in the training, which are identified through needs analysis
and relevant information, are collected for improving their job performance. Each training lesson
is skillfully built to improve desired competencies of the trainees. Thus in training each and
every steps systematically and casually related, so that the interest groups- the trainees, trainers
and the sponsoring organizations- clearly know the outcome of the training effort.
3.2 Over view of training:

Training can provide employees with knowledge and skills to perform more effectively,
preparing them to meet the inevitable changes that occur in their jobs. However, training is only
an opportunity for learning. What is learned depend on many factors such as the design and
implement of training, the motivation and learning style of trainees and the learning climate of
the organization. Training is the part of integrate in which performance is against criteria.
Training is developed and implemented in partnership with line managers, so a clear link is
create between what happens on the job.
This text will take complete training process as it is conducted under ideal conditions.
Unfortunately most of the organizations ideal condition are not exist.
One key factor in employee motivation and retention is the opportunity employees want to
continue to grow and develop job and career enhancing skills. In fact, this opportunity to
continue to grow and develop through training and development is one of the most important
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factors in employee motivation. There are a couple of secrets about what employees want from
training and development opportunities. So organization should provide those scopes for
employees development. These ideas emphasize what employees want in training and
development opportunities. Training Development opportunities help to create devoted,
growing employees who will benefit both the business and employees through your training
and development opportunities.
In every company, Human Resources (HR) training or employee-related and legally-related
topics is mandatory, especially for managers and supervisors. We need to equip our employees
to handle their employee relations responsibilities competently. But, for maximum positive
impact and learning, we need to make the HR training motivational and engaging.
The proper employee training, development and education at the right time provides big
payoffs for the employer in increased productivity, knowledge, loyalty, and contribution. Learn
the approaches that will guarantee a return on your investment in training.
3.3 Objectives of Training:

Training Programs Consist of five step. The first, or needs analysis step, identifies the specific
job performance skills needed, assess the prospective trainees skills, and develops specific and
measurable performance objects based on any deficiencies. In the second step, instructional
design, you decide on, compile and produce the training program content, including wordbooks,
exercise, and activities; here, youll probably use techniques like those discussed in this chapter,
such as on-the-job training and computer assisted learning. There may be a third, validation step,
in which the bugs are worked out of the training program by presenting it to a small
representative audience. The fourth step is to implement the program, by actually training the
targeted employee group. Fifth is an evaluation step, in which management assesses the
programs success or failures.
Training involved a series of planned, goal-directed activities. This implies that training imparts
these knowledge, skill and attitude in the trainees, which are identified, through needs analysis to
be relevant for improving their job performance. Each training lesson is skillfully built to
improve desired competencies of the trained.
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Training aims at changing the knowledge skills and attitudes of the person so that his/her job/task
performance is improved in the pre-determined direction. Thus training involves two steps
objectives- to develop immediate knowledge, skills and attitude of the employees and the
ultimate objectives to improve the level of the job performance of the trainees.
Training involves learning process for bringing about the desired change in the employee
behavior. In fact, in most of the training activities, learning acts as the vehicle for change. Of
course, the role of learning depends to a great extent, on the nature and type of methods and
media used for training.
In short the following are the main objective of training:
Improves the job knowledge and skills at all level of the organization.
Help employee identify the with organization goal.
Improves relationship between Boss and Subordinate.
Proper guidelines for work.
Provide information for future needs in all areas of the organization.
Create an appropriate climate for growth and communication.
Employees adjust with new change.
Provide information for improving leadership knowledge, communication skills and

attitude.
Increase job satisfaction and regeneration.
To improve the level of the skills, attitudes.
To enhance the effectiveness of the org.
Importance of training:
Organizations get more effective decision making and problem solving.
Develops sense of responsibility to the organization for being competent and

knowledgeable.
Training reduce outside consulting cost by utilizing component internal consulting.
Through the Training & Development, motivational variables of recognition,

achievement, growth, responsibility are internalized and operational zed
Training & Development program increase job satisfaction and reorganization.
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3.4 Why do we need training?

Because training is a means to ensure that government officials have the knowledge and right
skills to be able to do their work effectively and competently. Training may be needed when
there is a gap between the desired performance, and the current performance, and the reason for
that gap is lack of skill or knowledge. Training may only be able to resolve part of the problem.
Thus we need to analyze the problem and find out whether training will be able to resolve it. If
training is necessary, we also need to define the objective of the training and how it will help the
staff member(s) become more effective. This process is called a Training Needs Assessment
shown above or Training Needs Analysis. It is important to note that, despite many reasons to
conduct training shown above, training may sometimes not be the only solution to a problem.
There are many other means that impact on someones ability to do their work, as pointed out in
the Report on Training Needs Assessment.
The following are other examples.
Lack of skills or knowledge, or experience
Not having the right equipment or resource
Not being encouraged by managers and colleagues to do the right thing
There are no standards or expectations that are set and communicated
Bad workplace morale or conditions
3.5 Training and management Development:

Training is the formal procedures, which a company uses to facilitate employees learning so that
their resultant behavior contributes to the attainment of the company's goals and objectives. (Mc
Gehee and Thayer. 1964)
Management development is a systematic process, which aims to ensure that the organization has
the effective managers it requires to meet its present and future needs. It is concerned with
improving the performance of existing managers, giving them opportunities for growth and
development, and ensuring that management succession within the organization is provided for.
Management Development and Training are often used synonymously and in some instance very
vaguely. But recently serious attention has been given by some authors to highlight the difference
between them. (Drucker, 1974, Taylor and Lippro, 1975, Digman, 1980, Atawood, 1979).
Management development is defined as "an activity directed at identifying managerial talent,
developing it as a resource and deploying it within the enterprise". (Lawrence, 1977), Peter
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Drucker (1974) differentiates between the task of developing management (concerned with the
health, survival and growth of the organizational and the task of developing managers
(concerned with health, growth and achievement of the individual). Both management and
manager development deal with the skills people need, structure of jobs, management relations
and the aspirations comes to be a buffer between the enterprise with its organizational demands
and the individual with the career aspirations" (Lawrence, 1977).
With this brief outline about management development it is possible to attempt to differentiate it
from training. They differ usually on the following aspects:
Training leads to improve the specific knowledge, skills and attitudes of an employee,
which are needed by his/her job, while management development leads to prepare the
employees to meet companys goal in specific positions or functions. Thus, training is
job- oriented while management development is person- oriented (Warren, 1979)
Training is one of the many ways or means to the end management development and not
vice versa. The other means and reorganization of managerial functions, education,
assessment center, promotion job relation, career planning and careen progression, guided
experience and so on. "Course (Training are a tool of management development but they
are not management development. (Drucker, 1974).
3.6 Training Need:

Training needs (TN) means a particular weak area of a person or a group of persons that should
be developed within certain time essentially to reach a set of goals or objectives for aspired
performance or situation of a particular organization. That may be considered also for a
particular group of people who are facing many problems for their livelihood security. TN is now
not in a boundary of an organization or a company. In a broader sense, TN is to be considered for
a group of people who are not working in a structured organization properly. This is said because
of favoring people those who are always facing problems.
Training need means a gap between the performances of an employee and organizational
expectation. To make it more clear the concept of training and needs are discussed individually.
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Training Need Assessment is a process of identifying the performance problem and making a
distinction between those that are responsive to training solutions and those that require other
forms of solutions.
Despite the above facts, a great number of theorists have shown a tendency to accept the offquoted theory of training needs which may be expressed as the gap or difference of the actual
performance from the standard performance. A few of them are given below.
1.
2.
3.
Training Needs= Desired performance - Actual performance

Training Needs= (Importance - level of Competence) + Interest.
D=M-I
(Where D = Deficiency, M= Mastery and I = Initial skill repertories)
3.7 Training Design Process

1. Recognizing the Need
Whom to Train
Establishing the Training
Need
Setting Training Objectives
6.Monitoring and
evaluating
program
Conduct
Evaluation
Make necessary
changes if required
Cost benefit
analysis
2. Identifying The
Opportunity
Selecting Training
Projects
Training for Specific
Groups of People.
The Poor Performer
5. Selecting training
methods
Traditional
E- learning
4. Ensuring
transfer of
training
Selfmanagement
Peer and
manager
support
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3. Creating a
learning
environment
Learning
objectives
Meaningful
materials
Practice
Feedback
Community of
learning
Modeling
Program
administration
3.8 Definition of Training Needs Assessment:

Training Needs Assessment (TNA) is the method of determining if a training need exists and,
if it does, what training is required to fill the gap. TNA seeks to identify accurately the levels of
the present situation in the target surveys, interview, observation, secondary data and/or
workshop. The gap between the present status and desired status may indicate problems that in
turn can be translated into a training need. Training can reduce, if not eliminate, the gap, by
equipping the participants with knowledge and skills and by encouraging them to build and
enhance their capabilities. The data on the present status are vital to the evaluation or impact
survey in the latter part of the training cycle. These shall serve as the baseline data. The
following are some techniques for acquiring such data. These may be applied independently or in
combination.
Training Needs=Desired Capability Current Capability of the Participants
The purpose of a training needs assessment is to identify performance requirements and the
knowledge, skills, and abilities needed by an agency's workforce to achieve the requirements. An
effective training needs assessment will help direct resources to areas of greatest demand. The
assessment should address resources needed to fulfill organizational mission, improve
productivity, and provide quality products and services. A needs assessment is the process of
identifying the "gap" between performance required and current performance. When a difference
exists, it explores the causes and reasons for the gap and methods for closing or eliminating the
gap. A complete needs assessment also considers the consequences for ignoring the gaps.
3.9 Overview of Training Needs assessment:

The first step in designing a training and development program is to conduct a needs assessment.
The assessment begins with a "need" which can be identified in several ways but is generally
described as a gap between what is currently in place and what is needed, now and in the future.
Gaps can include discrepancies/differences between:
What the organization expects to happen and what actually happens.
Current and desired job performance.
Existing and desired competencies and skills.
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Needs assessment can also be used to assist with:

Competencies and performance of work teams.
Problem solving or productivity issues.
The need to prepare for and respond to future changes in the organization or job duties.
The results of the needs assessment allows the training manager to set the training
objectives by answering two very basic questions: who, if anyone, needs training and
what training is needed. Sometimes training is not the solution. Some performance gaps
can be reduced or eliminated through other management solutions such as
communicating expectations, providing a supportive work environment, arranging
consequences, removing obstacles and checking job fit.
Once the needs assessment is completed and training objectives are clearly identified, the
design phase of the training and development process is initiated:
Select the internal or external person or resource to design and develop the training.
Select and design the program content.
Select the techniques used to facilitate learning (lecture, role play, simulation, etc.).
Select the appropriate setting (on the job, classroom, etc.).
Select the materials to be used in delivering the training (work books, videos, etc.).
Identify and train instructors (if internal).
After completing the design phase, the training is ready for implementation:
Schedule classes, facilities and participants.
Schedule instructors to teach.
Prepare materials and deliver them to scheduled locations.
The final phase in the training and development program is evaluation of the program to
determine whether the training objectives were met. The evaluation process includes determining
participant reaction to the training program, how much participants learned and how well the
participants transfer the training back on the job. The information gathered from the training
evaluation is then included in the next cycle of training needs assessment. It is important to note
that the training needs assessment, training objectives, design, implementation and evaluation
process is a continual process for the organization.
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3.10 Objective of Training needs Assessment:

The objectives of the study for training Need Assessment for an organization are:
1.
To identify the person's deficiency of knowledge, skill and attitude in performing the job
by the identifying gaps between the present and future requirements.
2.
To identify training needs by the use of method and methodology.
3.
To develop a training curriculum based on the Training Need Assessment reports.
4.
To determine priorities of training needs.
3.11 Why do we need a Training Needs Assessment?

First, identify dissatisfaction with the current situation and desire for change as similarities
among the requests. Each request implies that a gap or discrepancy exists between what is and
what could be or should be. A learning or performance gap between the current and desired
condition is called a need. TNA aims at the following situations.
Solving a current problem
Avoiding a past or current problem
Creating or taking advantage of a future opportunity
Providing learning, development or growth
The purpose of TNA is to answer some familiar questions: why, who, how, what, and when.
3.12 Factors that may lead to Training Needs:
Re-organization processes
Business Process Re-engineering
Process Improvements
Reductions in Force
Layoffs/Transfers/New Hires
Staffing Changes/Promotions
Re-locations
New equipment/Technology
Performance/Safety Issues
Problems in Production/Safety
New Systems/Procedures
Changes in Laws/Regulations
Succession Planning.
Page 24
3.13 There are three levels of a training needs assessment:

Organizational assessment: Organizational assessment evaluates the level of organizational
performance. An assessment of this type will determine what skills, knowledge, and abilities an
agency needs. It determines what is required to alleviate the problems and weaknesses of the
agency as well as to enhance strengths and competencies, especially for Mission Critical
Occupation's (MCO). Organizational assessment takes into consideration various additional
factors, including changing demographics, political trends, technology, and the economy.
The organizational analysis should identify:
Environmental impacts (new laws such as ADA, FMLA, OSHA, etc.).

State of the economy and the impact on operating costs.
Changing work force demographics and the need to address cultural or language barriers.
Changing technology and automation.
Increasing global/world market places.
Political trends such as sexual harassment and workplace violence.
Organizational goals (how effective is the organization in meetings its goals), resources
available (money, facilities; materials on hand and current, available expertise within the
organization).
Climate and support for training (top management support, employee willingness to
participate, and responsibility for outcomes).
The information needed to conduct an organizational analysis can be obtained from a
variety of sources including:
Organizational goals and objectives, mission statements, strategic plans.
Staffing inventory, succession planning, long and short term staffing needs.
Skills inventory: both currently available and short and long term needs, organizational
climate indices: labor/management relationships, grievances, turnover rates, absenteeism,
suggestions, productivity, accidents, short term sickness, and observations of employee
behavior, attitude surveys, and customer complaints.
Analysis of efficiency indices: costs of labor, costs of materials, quality of products,
equipment
utilization, production rates, costs of distribution, waste, down time, late
deliveries, and repairs.

Changes in equipment, technology or automation.
Page 25
Plans for reorganization or job restructuring.

Audit exceptions; reward systems.
Planning systems.
Delegation and control systems.
Employee attitudes and satisfaction.
Task Assessment: Task analysis provides data about a job or a group of jobs and the knowledge,
skills, attitudes and abilities needed to achieve optimum performance.
There are a variety of sources for collecting data for a task analysis:
Job description-- A narrative statement of the major activities involved in performing the
job and the conditions under which these activities are performed. If an accurate job
description is not available or is out of date, one should be prepared using job analysis
techniques.
KSA analysis-- A more detailed list of specified tasks for each job including Knowledge,
Skills, Attitudes and Abilities required of incumbents.
Performance standards-- Objectives of the tasks of the job and the standards by which
they will be judged. This is needed to identify performance discrepancies.
Job inventory questionnaire-- Evaluate tasks in terms of importance and time spent
performing.
Review literature about the job-- Research the "best practices" from other companies,
review professional journals.
Ask questions about the job-- Of the incumbents, of the supervisor, of upper
management.
Analysis of operating problems-- Down time, waste, repairs, late deliveries, quality
control.
Individual assessment: Individual Assessment analyzes how well an individual employee is
doing a job and determines the individual's capacity to do new or different work. Individual
assessment provides information on which employees need training and what kind.
Sources of information available for a individual analysis include:

Performance evaluation -- Identifies weaknesses and areas of improvement.
Performance problems -- Productivity, absenteeism or tardiness, accidents, grievances,
waste,
product quality, down time, repairs, equipment utilization, customer complaints.
Page 26
Observation -- Observe both behavior and the results of the behavior.

Work samples -- Observe products generated.
Interviews -- Talk to manager, supervisor and employee. Ask employee about
What he/she believes he/she needs to learn.
Questionnaires -- Written form of the interview, tests, must measure job-related
Qualities such as job knowledge and skills.
Attitude surveys -- Measures morale, motivation, satisfaction.
Checklists or training progress charts -- Up-to-date listing of current skills.
3.14 The Training Needs Assessment Process:

Determine Agency Benefits of Needs Assessment- this part of the process will sell and help the
decision makers and stakeholders understand the concept of the needs assessment. Needs
assessment based on the alignment of critical behaviors with a clear agency mission will account
for critical occupational and performance requirements to help your agency: a) eliminate
redundant training efforts, b) substantially reduce the unnecessary expenditure of training dollars,
and c) assist managers in identifying performance requirements that can best be satisfied by
training and other developmental strategies. To go beyond learning and actually achieve critical
behaviors the agency will also need to consider how required drivers will sustain desired
outcomes.
Key steps include:
Identify key stakeholders
Solicit support
Describe desired outcomes that will contribute to mission objectives
Clarify critical behaviors needed to achieve desired outcomes
Define required drivers essential to sustain the critical behaviors
Plan: The needs assessment is likely to be only as successful as the planning.
Set goals/objectives for the needs assessment
Evaluate organizational (agency) readiness and identify key roles
Evaluate prior/other needs assessments
Prepare project plan
Page 27
Inventory the capacity of staff and technology to conduct a meaningful training

skills assessment and analysis
Clarify success measures and program milestones
Conduct Needs Assessment:

Obtain needs assessment data (e.g., review strategic plans, assess HR metrics review job
descriptions, conduct surveys, review performance appraisals)
Analyze data
Define performance problems/issues: occupational group/individuals
Describe critical behaviors needed to affect problems/issues
Determine and clarify why critical behaviors do not currently exist
Research integrated performance solutions
If training is the best solution, determine best training and development approach(es)
Assess cost/benefit of training and development approach(es); build a "business case"
Include organizational drivers needed to reinforce the critical behaviors that will affect
problems/issues
Describe how the critical behaviors will be monitored and assessed after implementation
of the improvement plan.
Page 28
CHAPTER - 4
Findings of the Study
Page 29
Findings from primary sources:

Primary findings of my report based on questionnaire from Grameenphone Ltd. Report on
Training Needs Assessment. Findings derived from question-answer of sample personnel as
primary source and company's book and records as secondary sources and also from my
experience with visiting the company. Answers to the question on the subject matters have been
presented in table form and graph, which is self explanatory. Besides this findings, from
records and observation have also been presented below in brief summery from.
1=Fully Disagree 2= Disagree, 3= Neutral, 4=Agree 5=Fully Agree
4.1 Familiarity working and training with teams

Table-01
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
10%
Neutral
25%
Agree
40%
Fully Agree
25%
Total
20
100%
Remarks: In table 1 it is found that among all the employees of Grameenphone Ltd. 25% is fully
agree, 40% is Agree, 25% is Neutral, 10% is Disagree & there have no one with fully disagree in
terms of familiarity working and training with teams. .
Page 30
4.2 Benefits of Training

Satisfaction level
Table -02
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
0%
Neutral
10%
Agree
10%
Fully Agree
16
80%
Total
20
100%
Agree, 10% is Agree, 10% is Neutral, 0% is Disagree & there have no one with fully disagree in
terms of Benefits of training.
4.3 Inter-professional Training

Table -03
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
10%
Disagree
10%
Neutral
20%
Agree
30%
Fully Agree
30%
Total
20
100%
Agree, 30% is Agree, 20% is Neutral, 10% is Disagree & 10% is Fully disagree in terms of
Inter-professional training.
4.4 Learning and Performance through Training

Table-04
Satisfaction level
No of Employees
Fully Disagree
Percentage (%)
5%
Page 31
Disagree
15%
Neutral
25%
Agree
30%
Fully Agree
25%
Total
20
100%
Agree, 30% is Agree, 25% is Neutral, 15% is Disagree &Fully Disagree is 5% in terms of
Learning and performance of training.
4.5 Learning Environment through Training

Table-05
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
0%
Neutral
25%
Agree
10
50%
Fully Agree
25%
Total
20
100%
Agree, 50% is Agree,25% is Neutral, 0% is Disagree & Fully Disagree is 0% in terms of
Learning and Environment.
4.6 Training increase capability skill of Employee

Table-06
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
0%
Neutral
0%
Page 32
Agree
10
50%
Fully Agree
10
50%
Total
20
100%
Agree, 50% is Agree, 0% is Neutral, 0% is Disagree & Fully Disagree is 0% in terms of Skill of
employees by training.
4.7 Team Structure

Table-07
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
10%
Neutral
30%
Agree
25%
Fully Agree
35%
Total
20
100%
Agree, 25% is Agree, 30% is Neutral, 10% is Disagree & Fully Disagree is 0% in terms of
Increasing team structure by training.
4.8 Leadership Capability of Employee

Table-08
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
5%
Disagree
10%
Neutral
5%
Agree
40%
Fully Agree
40%
Total
20
100%
Page 33
Agree, 40% is Agree, 5% is Neutral, 10% is Disagree & Fully Disagree is 5% in terms of
Increasing leadership capability by training.
4.9 Communication Skill of Employee

Table-09
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
15%
Neutral
25%
Agree
35%
Fully Agree
25%
Total
20
100%
Remarks: In table 10 it is found that among all the employees of Grameenphone Ltd. 25% is
fully Agree, 35% is Agree, 25% is Neutral, 15% is Disagree & Fully Disagree is 0% in terms of
communication skill of employee.
4.10 Inter-professional Training Experience

Table-10
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
0%
Neutral
30%
Agree
30%
Fully Agree
40%
Total
20
100%
fully Agree, 30% is Agree, 30% is Neutral, & there have no employee with Disagree & with
Fully Disagree in terms of inter-professional training experience.
4.11 Before and After Training

Table-11
Page 34
Satisfaction level
No of Employees
Percentage (%)
Fully Disagree
0%
Disagree
10%
Neutral
25%
Agree
40%
Fully Agree
25%
Total
20
100%
fully Agree, 40% is Agree, 25% is Neutral, 10% Disagree & with Fully Disagree in terms of
Comparison between before and after training.
CHAPTER - 5
Analysis of the Findings
Page 35
5.1 Familiarity working and training with teams:

If any organization can able to create 100% linkage between familiarity of working and training
with teams they can be succeed. After my research I have found that 65% employees of
Grameenphone Ltd. are agreeing with that there have linkage between familiarity of working and
training with teams only 10% employee are disagree with this.
5.2 Benefits of Training:

There are several benefits of receiving training like, employees can have clear idea about their
scope of work. Employees of Grameenphone ltd. they have also agreed with the idea that they
are performing much better than those who are not receiving training.
5.3 Inter-professional Training:

Inter-professional training is a important aspect of any organization.60% employee of
grameenphone limited are agree and 20% employee are disagree with this term.
5.4 Learning from Environment:

Learning can take place in many environments. Some are more suitable for a particular
organization and some are not. In this study I have found Maximum employees (75%) are
agreeing and 25% are neutral.
5.5 Skill of Employee:
Page 36
Training should increase skill of employee. In a Grameenphone ltd.100% employee are fully
agreed of this comment.
5.6 Team Structure:

By the training programmed team structure are build properly.60%of employee are agree and
10% of employee are this agree with this comment.
5.7 Leadership Capability of Employee:

By providing the Trainings affect leadership quality of employees. In my study 80% of employee
and 10% of employees disagree with this statement.
5.8 Communication Skill of Employee:

Trainings also increase the communication skill of employee. I have found 60% of employees
are agreeing and 15% are disagreeing with this statement.
5.9 Before and After Training:

Comparison between before and after training I have found that 65% of employees agreeing and
10% of employees disagreeing with my study.
Page 37
CHAPTER - 6
Conclusion
and
Recommendations
Page 38
Page 39
6.1 Conclusion:
If the planning, project implementation and interim reviews have proceeded to plan, the training
assignment will have been carried out successfully. But this will probably be only the start of a
counting process of training, with that individual or with others in the work unit. The event can
now be one of further learning for the individual and for the trainer.
As soon as possible after the end of the assignment a final review should be held between the
learner and the trainer. This meeting gives the trainer the opportunity to review and discuss with
the learner all that has happened, ensuring that praise is given if it is due. Equally, if the
performance was less than what was intended, this should be discussed in an appropriate way. In
theory, if the system of interim reviews has been performed effectively, failure should be
minimal.
A useful start to the review is to seek the views of the learner as to how they felt the project had
progressed. Shortfalls can be discussed and plans made to ensure that they would not recur. The
reasons for success must also be questioned, so that any good practices learned might be used in
other circumstances or a repeat of the project. The review will end, as far as the learner is
concerned, with a restart of the cycle and action planning for the next stage of training.
But this is not the end for the trainer. The project and the review of its achievements reflect not
only how the learner has fared, but also the skill of the trainer in planning, organising,
implementing and reviewing training. The trainer, with feedback from the learner, can learn
much by critically examining all aspects of the approach, in both areas that were successful as
well as those that achieved less.
There is no doubt that, if performed effectively and comprehensively, training is an expensive
item in the trainer/managers time, particularly if there are a number of staff in the work uniteverybody has the right to some form of development. But training is only one of the managers
roles, and only a certain amount of time can be spent on it. This may be insufficient to satisfy the
needs of all the employees. The solution lies in training itself. The busy line manager can use
Page 40
some time by training others in the techniques and skills of training, so that they in turn can train
others.
Training is not an easy option, but it has numerous long-term and lasting benefits for all
concerned. Managed well it is less time consuming and difficult than is often imagined, but the
time involved is amply repaid with widely skilled, motivated and efficient people, whose
effectiveness will reflect well on the manager of the unit.
6.2 Recommendation:
Grameenphone offers the best training for their employees because they know that the employees
can make them more proud in the business world. As a leading MNC GP is offering well build
training session for their employees. They can improve more if they following the following
Recommendation:
Offer extra amount of salary on the day of training.
Increase Familiarity working and training with teams
Employee should understood benefits of training
To developed inter-professional training
To developed team structure
Day must be announced within the possible time of the employees.
Sufficient break time and instrument should be provided.
The new system or feature should launch after training.
Attractive refreshment must be there on the training period.
Flexible office environment must be ensuring on the training time.
Offer attractive gifts like T-shirts, mugs, pen, notebook etc with the logo of GP as a gift.
Trainers need to be updated frequently.

To motivate the trainees.
Trainers must adapt themselves to technological changes.
Training process must be empirical.
Should follow the term Difficult training easy working
Page 41
References:
1. GrameenPhone Website: www.grameenphone.com
2. GrameenPhone annual reports
3. GrameenPhone News Letter
4. Employee Training and Development, Prpfessor Dr. Abdul Awal Khan
5. A. A. Khan, Bangladesh Labor and Industrial Law, Pravati Prakashani, New Super Market,
Dhaka.
6. Mello, J. A. 2006, Strategic Human Resource Management, 2nd edition, Thomson/South-Western,
Stamford.
7. Noe, R. A. 2005, Employee Training and Development, 3rd edn, McGraw-Hill/Irwin, New York.
8. www.wikipedia.com
Page 42
Training Assessment Questionnaires

1. Demographics
Sex: Male ____ Female ____
Age: ____
Familiarity working and training with teams

Fully
Disagree
Disagree
Neutral
Agree
Fully Agree
How familiar are you with

Working As part of an interprofessional team?
How familiar are you with
Training as part of an interprofessional team?
Benefits of Training
Fully
Disagree
Disagree Neutral
Agree Fully Agree
Fully
Disagree
Disagree Neutral
Agree Fully Agree
Did you think Training is an

important part of an employee?
Inter-professional Training
The Inter-professional Team

Communication Training is a valuable
experience.
Page 43
Learning and Performance

Fully
Disagree Neutral Agree Fully Agree
Disagree
I enjoy learning in team based
grameenphone activities.
I perform well in team based
grameenphone activities.
I
enjoy
learning
in
simulated
environment.
I perform well in simulated environment.
I enjoy learning opportunities that bring
together students from other professions.
I perform well in settings that bring
together students from other professions.
Learning Environment
Fully
Disagree
Learning in small groups is a good use
of training time.
Learning with other grameenphone
students is a good use of training time.
Learning in simulated team exercises is
a good use of training time.
Skill
Fully
Disagree
I can work effectively in teams.
I can contribute valuable insight to
teams.
I can easily facilitate communication
between team members.
I am not effective at delegating
responsibility for tasks.
I can effectively coordinate tasks and
activities of a team.
I am able to resolve conflicts between
individuals effectively.
I do not feel I can take on a leadership
role in a team and be effective.
Integrating information and suggestions
into a plan is something I am not very
good at.
Page 44
Team Structure
Fully
Disagree
Disagree
Neutral
Agree
Fully
Agree
It is important to ask customer for

feedback regarding customer care.
Patients are a critical component of the
care team.
This facilitys administration influences
the success of direct care teams.
A team's mission is of greater value than
the goals of individual team members.
Effective team members can anticipate the
needs of other team members.
High-performing teams in grameenphone
share common characteristics with highperforming teams in other industries.
Leadership
Fully
Disagree
It is important for leaders to share
information with team members
Leaders should create informal
opportunities for team members to share
information.
Effective leaders view honest mistakes as
meaningful learning opportunities.
It is a leader's responsibility to model
appropriate team behavior.
It is important for leaders to take time to
discuss with their team members plans
for each patient.
Team leaders should ensure that team
members help each other out when
necessary.
Page 45
Communication
Fully
Disagree
Disagree
Neutral
Agree
Teams that do not communicate

effectively, significantly increase their risk
of committing errors.
Poor communication is the most common
cause of reported errors.
Adverse events may be reduced by
maintaining an information exchange with
patients and their families
I prefer to work with team members who
ask questions about information I Provide.
It is important to have a standardized
method for sharing information when
handing off patients.
Inter-professional Training Experience

Fully
Disagree Neutral Agree Fully
Disagree
Agree
Team members anticipated the
needs of other team members.
Patients/family members were
utilized as critical components of
the care team.
Leaders discussed the patients
plan with their team.
Leaders shared information with
team members.
Leaders created opportunities for
team
members
to
share
information (e.g., huddles, briefs).
Leaders assigned tasks to team
members
to
help
team
functioning.
Team members scanned the
environment
for
important
situational cues.
Team members demonstrated a
shared mental model of the
patient plan.
Team members offered help to
Page 46
Fully
Agree
another team member who

appeared tired or stressed.
Team members were consulted
for their experience.
Team members asserted patient
safety concerns until heard.
Team members asked for
assistance
Team
members
exchanged
information with the patients and
their families.
Before and After Training

Fully
Disagree Neutral Agree Fully
Disagree
Agree
BEFORE: the benefits of interprofessional education (IPE
AFTER: the benefits of interprofessional education (IPE).
BEFORE: the benefits of
implementing Team STEPPS
concepts.
AFTER: the benefits of
implementing Team STEPPS
concepts.
BEFORE: how to share
information effectively in interprofessional team.
AFTER: how to share information
effectively in an inter-professional
team.
BEFORE: the importance of
having a shared mental model in an
inter-professional team.
AFTER: the importance of having
a shared mental model in an interprofessional team.
BEFORE: how to advocate for the
patient (e.g., CUS, Two-Challenge
Rule) in an inter-professional team.
AFTER: how to advocate for the
patient (e.g., CUS, Two-Challenge
Page 47
Rule) in an inter-professional team.

BEFORE: the importance of
offering assistance and asking for
help as appropriate.
AFTER: the importance of offering
assistance and asking for help as
appropriate.
Expectations
What is the most important learning experience you took away from the training?
________________________________________________________________________________________________________
________________________________________________________________________________________________________
________________________________________________________________________________________________________
________________________________________________________________________________________________________
________________________________________________________________________________________________________
_________________
Thank you for your participation
Page 48

Chapter - 1: A Study On Selected Employees TNA of Grameenphone Ltd. - A Case Study

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CHAPTER - 1

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

1.1 Introduction of the Study:

1.2 Background of the Study:

1.3 Significant of the Study:

Individuals who are to be trained

1.4 Objectives of the Study:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

To present a background and introduction of Grameenphone Ltd.

To discuss about how Grameenphone Ltd identify employees for the

To discuss about evaluation process.

To have Knowledge on Grameenphone Ltd. and training & development

1.5 Scope of the Study:

1.6 Limitation of the Study:

Launch the software first before training.

1.7 Methodology of the Study:

1.10 Key Variables:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

1.11 Activity Schedule:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

2.1 Company overview:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

Grameenphone the leading telecommunications operator of Bangladesh is part of Telenor Group

2.5 Value Statements:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

2.7 The Strategies:

2.8 Strategic objectives:

2.11 Grameenphone Challenge:

2.12 Shareholders of Grameenphone:

These two companies own shares of GrameenPhone in the following manner:

Graph of Share Holding Structure:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

2.13 Organizational Structure:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

Training is Education is a narrow sense" or "drill"

Training is an effort to teach the learner to do some physical or mechanical tasks

3.2 Over view of training:

3.3 Objectives of Training:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

Help employee identify the with organization goal.

Improves relationship between Boss and Subordinate.

Proper guidelines for work.

Provide information for future needs in all areas of the organization.

Create an appropriate climate for growth and communication.

Employees adjust with new change.

Provide information for improving leadership knowledge, communication skills and

Increase job satisfaction and regeneration.

To improve the level of the skills, attitudes.

To enhance the effectiveness of the org.

Organizations get more effective decision making and problem solving.

Develops sense of responsibility to the organization for being competent and

Training reduce outside consulting cost by utilizing component internal consulting.

Through the Training & Development, motivational variables of recognition,

Training & Development program increase job satisfaction and reorganization.

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

3.4 Why do we need training?

3.5 Training and management Development:

3.6 Training Need:

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study

Training Needs= Desired performance - Actual performance

3.7 Training Design Process

A study on Selected Employees TNA of Grameenphone Ltd. A Case Study