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CHAPTER-ONE
INTRODUCTION............................................................................................................. 3
CHAPTER-TWO
CHAPTER-THREE
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CHAPTER-FOUR
4.1 Training Activities of Bank Asia Ltd .......................Error! Bookmark not defined.
4.2 Trainings that are offered from Bank Asia to its employees: ................................. 17
4.3 Methods of Employee Training that Bank Asia Ltd follows: ................................ 18
4.5 Training Model Followed by the Training Department of Bank Asia Ltd: ............ 21
CHAPTER-FIVE
CHAPTER- SIX
6.3 Conclusion............................................................................................................... 33
REFERENCES ................................................................................................................ 34
APPENDIX ...................................................................................................................... 35
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CHAPTER-ONE
INTRODUCTION
The goal of training is for employees to master the knowledge, skill, and behaviors
emphasized in training programs and to apply them to their day to day activities. The
same goal is established by the HR of Bank Asia Ltd to develop the skills of its
employees, so that they can master in banking profession.
Bank Asia Ltd is one of the successful banks in Bangladesh which is executing its
banking business from 18 years successfully. The bank is equally successful with the
banking business and developing skillful banking professionals by implementing proper
HR practices being the pioneer of the other banks of Bangladesh. The bank put
tremendous efforts on their training department to train the employees best.
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1.2 Significance of the study:
Visiting a Company like Bank Asia provides practical knowledge to the ongoing students
as we are going to participate in the management of different organizations. BBA degree
reveals not only read but also realizes the subjects deeply and knowledge have no value if
we can’t use it in practical life. The practical experience also helps learners to grow new
ideas and techniques. Through this report an individual can expect to have a good
knowledge and understanding on the Training and Development Activities Bank Asia
a. Broad Objective:
To know about the employee training and development process of the Bank Asia
Limited.
b. Specific Objectives:
To know the objective of the training and development of Bank Asia Limited.
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1.4 Methodology of the study:
1.4.1 Research type:
All the relevant data regarding this study are collected from two sources
Interviewing with the Bank officials of Bank Asia Corporate Branch (Paltan).
We have collected raw data through informal face to face conversation with the officers
also through questionnaire survey.
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1.4.3.2 Secondary data:
In order to collect the secondary data different related printed materials like annual report
of Bank Asia; its website etc. has been used. Moreover Library sources also have been
used as secondary source of collecting early mentioned data and information
Time is the first limitation as the duration of the study was only 4 working days.
Another limitation of the report of Bank policy is not disclosing some data and
information for obvious reason, which could be very much useful.
It requires lot of assistance from all level officers and staff but as a bank the
officer was busy in doing their works.
Every organization has their own secrecy that is not revealed to others.
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CHAPTER-TWO
LITERATURE REVIEW
According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills
of an employee for doing a particular job.” (Source: Personnel Management, McGraw
Hill; 6th Edition, 1984)
The term ‘training’ indicates the process involved in improving the aptitudes, skills and
abilities of the employees to perform specific jobs. Training helps in updating old talents
and developing new ones. ‘Successful candidates placed on the jobs need training to
perform their duties effectively’.
The principal objective of training is to make sure the availability of a skilled and willing
workforce to the organization. In addition to that, there are four other objectives:
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Further, the additional objectives are as follows:
To prepare the employees both new and old to meet the present as well as the
changing requirements of the job and the organization.
To prevent obsolescence.
To impart the basic knowledge and skill in the new entrants that they need for
an intelligent performance of a definite job.
To prepare the employees for higher level tasks.
To assist the employees to function more effectively in their present positions
by exposing them to the latest concepts, information and techniques and
developing the skills they will need in their particular fields.
To build up a second line of competent officers and prepare them to occupy
more responsible positions.
To ensure smooth and efficient working of the departments. • To ensure
economical output of required quality.
2.2 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 employees‟ learning of job related
competencies.
The competencies include knowledge skills, or behaviors that are critical for successful
job performance.
2.3 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.
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2.4 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 day-to-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 company’s training programs against training programs in other
companies.
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motivated employees takes to lead to be competent in the market to server the
organization their best for the organizational development.
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
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2.6 Training and Development
Training for Individuals: Some training are designed only for the individuals, for
thosethe 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
andproductive organizational environment, developing knowledge sharing culture inside
the organization
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CHAPTER-THREE
HISTORICAL BACKGROUND
Bank Asia Limited is a schedule Bank under private sector established under the ambit of
Bank Company Act, 1991 and incorporated as a Public Limited Company under
Companies Act, 1994 on September 28, 1999. The Bank started commercial banking
operations effective from November 27, 1999. It was the time when a rapid economic
development in the country concurrent with urbanization and life style change created
demands for new products and services.
Bank Asia Limited is one of the most successful banks among the third-generation
private banks. The bank has successfully entered its twelve year of operations. With
professional and dedicated team of management having long experience, commendable
knowledge and experience in conventional and modern banking, the bank has achieved
success among its peer group within a short span of time. Since its humble beginning in
1999, it set milestone by acquiring the business operations of the Bank of Nova Scotia of
Canada, first in the banking history of Bangladesh. It again repeated the performance by
acquiring the Bangladesh operations of Muslim Commercial Bank Limited (MCB), a
Pakistani Bank. This has added to the strength and courage of the bank. With all
recourses, the management of the bank family believes that the bank would be able to
encounter problems that may arise both at micro and macro-economic levels.
Within a short span of time Bank Asia has established itself as one of the first growing
local private banks. The bank operates with more than 51 branches almost everywhere in
Bangladesh and more branches are about to open this year. Bank Asia Limited operates
as a commercial bank in Bangladesh and internationally. It generates various deposit
products, including saving accounts, current accounts, short term deposits, fixed
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termdeposits, foreign currency accounts, and deposit pension scheme, as well as various
Islamic banking deposit products. The company also provides business banking products
consisting of term loans, overdrafts, demand loans, time loans, packing credit, letters of
credit, loans against trust receipt, loan syndication and structured finance, trade finance,
working capital finance, bill discounting, and letters of guarantee; and consumer loans
comprising auto loans, consumer durable loans, unsecured personal loans, house finance,
and loans for professionals. In addition, it offers money market services, including
overnight call, repo, swap, term placement, and reverse repo, as well as foreign exchange
market services, such as spot and forward transactions. Further, the company provides
ATM, remittance, locker, online banking, Internet banking, phone banking, mobile
banking, and SWIFT services, as well as engages in the brokerage operations. It operates
41 branches, 30 own ATM booths, and 33 shared ATM booths. The bank also operates
Islamic banking and off–shore baking units. Recently the bank has started capital market
operation through its brokerage house. Currently the bank has three brokerage branches.
The centralized HR system performs all the HR activities manually and digitally
Bank Asia's vision is to have a poverty free Bangladesh in course of a generation in the
new millennium, reflecting the national dream. Our vision is to build a society where
human dignity and human rights receive the highest consideration along with reduction of
poverty.
Mission:
To set high standards of integrity and bring total satisfaction to our clients,
shareholders and employees.
To become the most sought after bank in the country, rendering technology
driven innovative services by our dedicated team of professionals
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3.3 Hierarchy of Bank Asia Ltd
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3.4 Corporate Milestones
06. Only Bangladeshi bank to acquire operations of 02 2001 (Bank of Nova Scotia,
foreign banks namely: Bank of Nova Scotia, Canada Canada)
and Muslim Commercial Bank of Pakistan 2002 (Muslim Commercial
Bank of Pakistan)
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20. Number of SME Service Centres 10
Financial Information
38. Retained for investment and future (2015) Tk. 526.98 Million
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CHAPTER-FOUR
4.2 Trainings that are offered from Bank Asia to its employees:
Foundation course
General Banking
Foreign trade payment & Finance.
Credit Management
SME Financing
Islamic Banking and Finance
Banking Laws and Regulations
Anti-money laundering policies and implementation
BASEL-II Implementation
IT Securities and Information System in Bank
Customer service Intelligence
CIB reporting
SBS I,II & III
Credit Risk Grading
Cash Management
CRM Manual
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UCPDC 600 SWIFT
Prevention of Malpractices in Bank
Presentation of Malpractices in Bank
Retail Banking
Treasury operation House keeping
Workshop for problem and solving as per department requirement Detection,
Disposal of forged & mutilated notes
Loans and advances reporting for submission to BB Internal control risk
Management
Foreign exchange risk management Foreign exchange regulatory Act- 1947 Basic
Accounting Concept for Bankers Assets Liabilities Risk Management Training at
other institute.
Other trainings including foreign 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
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employees to express their best toward the organizational development by individual
potential.
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.
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HRIS to track the employee training information
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.
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4.5 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.
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 .
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4.6 Analysis and Interpretations of Data
DATA ANALYSIS
Number of Employee: We went to 17 employees of Bank Asia Ltd (Kalatia
Branch),where 10 of them are male and 7 of them are female.
Table 1
Number of Employees According to Gender
Gender No
Male 10
Female 7
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.
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Table 2
SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES
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.
12%
35%
ON JOB TRAINING
OFF JOB TRAINING
53%
BOTH
Analysis: from the above illustration we can see, the off job training figure is 53%, offjob
is 35 % and both is 12%. Bank Asia Ltd focuses on off job training mostly rather than on
job training.
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Table 3
Concept: Training must meet the expectation of the trainees; if the training doesn’t meet
the expectation of trainees then the full training is not worthwhile to the organization and
to the employees.
24%
STRONGLY AGREE
AGREE
NEUTRAL
76%
DISAGREE
STRONGLY DISAGREE
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.
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Table 4
Concept: Employees are expected to implement their learning got from the training intheir
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.
STRONGLY AGREE
29%
AGREE
NEUTRAL
DISAGREE
71%
STRONGLY DISAGREE
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.
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Table 5
TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED AND
FOLLWED
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.
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Table 6
The Training contents were organized and easy to follow
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.
18%
23% STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
59%
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.
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Table 7
THE MATERIAL DISTRIBUTED WAS PERTINENT AND USEFUL
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.
STRONGLY AGREE
29%
AGREE
NEUTRAL
DISAGREE
71%
STRONGLY DISAGREE
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.
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Table 8
THE TRAINERS WERE KNOWLEDGEABLE
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.
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CHAPTER- Five
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thinksthat training time need to be expanded for some specific training.
Overall training quality was Good: All the employees think that the
overallquality of the training was good but they expect the trainings to be
better.
Employees are aware about their trainings: From the questionnaire survey
Ihave 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 atBank Asia Ltd only get trainings bout the traditional Banking
trainings, some other trainings like managerial trainings, interpersonal
trainings, English language trainings are absent.
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5.2 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.
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5.3 Conclusion
Lots of new commercial banks have been established in last few years and these banks have
made this sector very competitive. Bank Asia Ltd. setting new standards in the banking
sector in the time of turbulent economic conditions. From the very inception it plays a vital
role in the national economy. To keep pace with the motto, they provide proper attention on
every department including the Human Resources Department and an important function of
this HR Department is Training and Development. Banking sectors no more depends on a
traditional method of banking. In this competitive world, this sector has trenched its wings
wide enough to cover any kind of financial service anywhere in this world.
This report has tried to present the HR practices in Bank Asia Ltd. in comparison to its
closest competitor in the same industry. From the analysis we found the Training and
Development system is a very satisfactory one. In the time of our inspection, we got the
support as per our demand for attaining this knowledge and to get proper information about
our topic that is Training and Development program of Bank Asia Ltd.
From the phase of need assessment to evaluation of training, Bank Asia Ltd. tries to provide
proper attention to enrich their employee’s skill for reaching in their desired goal. With the
help of training and development programs, organization can improve its productivity and
efficiency level to an utmost position.
Despite few of problems in training and development section in Bank Asia Ltd. It is
improving its employee and executive skill to reach the summit.
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REFERENCES
Contact persons:
Annual Reports:
Websites:
1. www.bank asia.com
2. www.humanresourcemanagement.com
3. Smallbusiness.chron.com.
4. http://smallbusiness.chron.com/hrm-strategies-59260.html
5. http://s-h-r-m.blogspot.com/2010/07/hr-strategies.html
6. http://www.investopedia.com/terms/h/human-resource-planning.asp
7. https://www.boundless.com/management/textbooks/boundless-management-
textbook/human-resource-management-7/core-functions-of-human-resource-
management-58/employee-orientation-290-5696/
8. http://www.humanresourcesiq.com/hr-talent-management/articles/five-steps-to-
successful-employee-orientation-in-a 32
9. http://www.hrwale.com/performance-management/performance-appraisal-methods/
10. https://www.jjkeller.com/wcsstore/CVCatalogAssetStore/samples/infopros/hr-
recordkeeping.pdf
11. http://www.businessdictionary.com/definition/research-methodology.html
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APPENDIX
Questionnaire
This questionnaire is designed for the purpose of doing a research on ‘Training and
Development Process of Bank Asia Limited’. This is purely an academic research and as a
result, the information in the questionnaire will only be used for academic purposes. Thank
you in advance for your cooperation.
Name:
Designation:
Cell Number:
1. Gender
A) Male B) Female
5. Did the training objective for each topic identified and followed ?
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6. Were the training contents organized and easy to follow ?
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