Table of Content Table of Content....................................................................................................................i Introduction..........................................................................................................................1 Training and Development...................................................................................................2 Purpose of Training .............................................................................................................2 Purpose of Development......................................................................................................

3 Background of the rgani!ation..........................................................................................3 "ission #tatement................................................................................................................$ %alues...................................................................................................................................$ Progressiveness....................................................................................................................$ Commitment to people.........................................................................................................& 'cademic 'ssistance Polic(................................................................................................) Purpose of the 'cademic 'ssistance Program.....................................................................* "a+imum 'nnual ,ducation Benefit..................................................................................* ,mplo(ee ,ducation ptions............................................................................................1,mplo(ee ,ligibilit(..........................................................................................................1'dministrative .esponsibilit(...........................................................................................1.eferences..........................................................................................................................12

Introduction rgani!ations have four resources/ mone(0 e1uipment0 information0 and people that the( use to achieve their ob2ectives. It is important to investments in better e1uipment 3hich speed up production and reduce 3aste. Information is po3er4 it necessar( for ever( business to have data about products0 prices0 and customers. ' compan(5s performance is influenced b( man( factors and the labor strateg( that the( adopt to achieve its performance target 67beda and 'lmada0 2--89. There are e+ternal factors such as the product and labor market0 market share and market environment. Compan( internal factors ma( include organi!ational culture0 management st(les and human resource management practice 6#tore(0 2--29. Training and Development are important parts of a profitable organi!ation4 the( need to invest in this program to make their emplo(ees more productive or more effective in their 2obs0 this 3ill directl( contributing to the bottom line 6T!afrir0 2--&9. :hen an investment is made in improving the kno3ledge and skills of its emplo(ees0 the investment is returned in the form of more productive and effective emplo(ees. Training and development programs ma( be focused on either individual performance or team performance 6"amoria0 2--&9. The creation and implementation of training and management development programs need to be based on training and management development needs identified b( a training needs anal(sis. This 3ill ensure that the time and mone( invested in training and management development is linked to the core business of the organi!ation 6;a(a3arna0 :ilson and "acpherson0 2--89. rgani!ations do not get candidates 3ho e+actl( match 3ith the 2ob and their re1uirements for this reason0 training is important and necessar( so as to develop the emplo(ee and have a perfect fit to the 2ob 6<uselid0 2--&9. It is therefore necessar( for organi!ation to provide opportunities for the continuous development of their emplo(ees not 2ust in their 2obs but to also develop their capabilit( for other 2obs 3hich the( might be considered in future 6Denb(0 2-1-9.

Training and Development Training is a process of learning a se1uence of programmed behavior. It improves the emplo(ee=s performance on the present job and prepares them for an intended job (Bartel0 2--$9. Development improves job performance and brings about the growth of the personality. Individuals not only nurture their potential capacities but they also become better individuals ('rnoff0 2--19. Training and development have different purposes but they complement each other and are both have equal importance to the growth of employees. Training is a short term process that tries to solve technical and mechanical problems 6Cho0 :oods0 ;ang and ,rdem0 2-->9. It mostly targets non-managerial employees and is related to a specific job. hile development is a long term educational process that refers to philosophical and theoretical educational concepts. Development is directed to the managerial employees and has a wider scope that focuses on general !nowledge purpose. Its main objective is to develop managerial effectiveness through a planned and a purposeful process of learning. This provides for a planned growth of managers so that they are able to meet the future organi"ational needs ( Danvila0 Castillo and "iguel0 2--*9.

#urpose of Training Improve #roductivity$ It leads to increased operational productivity which in turn increases company profit. Improve %uality$ &etter trained employees are less li!ely to ma!e operational mista!es. Improve rgani!ational Climate/ :hen an organi!ation achieves improved

production and product quality this ensures enhanced financial incentives. This in turn increases the overall morale of the organi"ation and creates a good wor!ing environment. Increase <ealth and #afet(/ #roper training prevents industrial accidents. Personal ?ro3th/ 'mployees will acquire an enlarged s!ill base that leads to enhanced personal growth. 2

#urpose of Development Development of the managerial staff see!s to improve their performance by imparting !nowledge( changing attitudes and increasing s!ills. Degree programs prepare students for their first 2ob4 the( need to gain kno3ledge and skills through education and e+perience as the( progress through their career 6Denb(0 2-1-9. 't different stages in careers development0 emplo(ees need different kinds of training and different kinds of development e+periences 6Danvila et al.0 2--*9. rgani!ation need to keep their training and development simple and focused as possible for the program to be successful. Different emplo(ees 3ill have different needs that change over time as the( progress 3ith their careers Therefore for an organi!ation to capitali!e on the effectiveness of training and development0 the( should constantl( evaluate their emplo(ees5 current training and development needs and identif( training and development needs to prepare emplo(ees for future position 6Cho et al.0 2-->9.

&ac!ground of the )rgani"ation Imperial bank 3as founded in 1**2 as a @inance and #ecurities Compan(4 it 3as later converted into a full( fledged commercial bank in ;anuar( 1**>. In 2- (ears0 the bank has achieved a sustained gro3th in customer deposit base this is largel( attributed to the level of confidence the customers have in the institution and our corporate strateg(. The bank currentl( has 2$ branches and continues to have an e+pansion branch net3ork strateg( across ma2or to3ns and cities. The bank provides financial products and services tailored to give companies value 3hile at the same time meeting specific business needs and the( provide choices0 opportunities and solutions. Imperial Bank strives to achieve commercial success in 3a(s that honor ethical values0 compl( 3ith legal re1uirements and respect people0 communities and the natural environment. ver the (ears the( have committed significant amount of profits (earl( to3ards corporate social responsibilit(. The( have managed to 3in the @i.e '3ard 6,+cellence in @inance .eporting9 on four occasions since 2--2. This a3ard recogni!es e+cellence in financial reporting0 sound 3

corporate governance0 corporate social responsibilit( and environmental reporting. In 2--) the( 3ere also a3arded the best bank in Aen(a in their categor(. 2--* 3as another good (ear for the bank as the( scoped an a3ard for the best bank in #", during the banking a3ards. 'nd in 2-11 the Bank received recognition for its contribution to3ards reducing Child "ortalit( 6"D? ?oal Bo. $9 through the CAe( in (our Donation5 'T" fundraising campaign. Imperial banks seeks to maintain and further improve this positioning0 the( have established a Centrali!ed Back ffice Processing 7nit to enhance service deliver( to their customers. The( have not been left behind 3ith their innovation as the( introduced ne3 deliver( channels such as D Internet0 'T"s0 P # and mobile 6#"# banking9. ne of their gro3th strategies is to continue to recruit 1ualified professional staff0 and providing appropriate training to the current human resources so as to ensure that the organi!ations continues to meet the ever evolving customer demands. *ission +tatement To be a customer focused institution that offers innovative service and solutions to our customers0 utili!ing secure0 cutting edge deliver( channels and 3ell trained human resource. ,alues Integrit(0 strength and stabilit( To be responsible to stakeholders through promoting e+cellence in financial reporting0 implementing sound risk management s(stems and the highest ideals in corporate governance and social responsibilit(. #rogressiveness To gro3 our business and deliver a solid financial performance 3hile offering innovative products and premium service to our customers. #trive to offer the latest technolog( based solutions to our customers.

Commitment to people 'ccording to "amoria 62--&9 one of the 3a(s of reali!ing the full potential commitment of the staff b( putting in place robust procedures0 providing a friendl( 3orking environment0 having an e1uitable re3ard s(stem0 engaging in open and fle+ible communications and investing in staff development through training. Imperial Bank is an e1ual opportunit( emplo(er. The bank recogni!ed that emplo(ees are a ke( resource for them to achieve their ob2ectives. The( are strongl( dedicated to the training and development of their staff and continuousl( commit part of their financial resources to these programs. Imperial Bank Eimited has a robust training and development polic(. The overall ob2ective of the polic( is to have in place a 3ell trained F skilled and self driven 3orkforce in order to take the bank to the ne+t level. The( strive to ensure the emplo(ees5 career gro3th and personal developments are taken seriousl( and follo3 up made on the same. 't the banks staff are encouraged and assisted to further their studies and e+ternal trainings are also facilitated. The organi!ation has reali!ed that training and development is important to emplo(ees to meet their individual targets and this eventuall( helps the organi!ation to achieve the overall ob2ectives. The polic( is considered during the appraisal process 3hen the emplo(ees are mapping ob2ectives for the (ear and monitoring the progress of the goals agreed upon.

The organi!ation has a training manager 3ho is in charge of the branches and learning and development manager in the human resource department and is responsible for training and development across the bank. The( are responsible for different set of emplo(ees and their 2obs often inter like but the( both have different responsibilities. The training manager responsibilit( is to identif( training needs and dra3 a training program 3ith a structured strateg(. This guarantees that the training program offered suit the specific need and meets the overall ob2ectives of the organi!ation. The manager assesses the effectiveness of the training and if it has failed 3hat can be change and improved to achieve the desired success level set b( the organi!ation. & The other

responsibilit( is to evaluate the 2ob skills that are necessar( to carr( out the tasks emplo(ees are re1uired to perform. It is important for an organi!ation to evaluate 2ob distribution so as to ensure e1uit( in 2ob allocation and this is another dut( for this manager. People are all different the( have diverse characteristics the manager is tasked to assess the soft skills0 attitude0 people management0 capabilities and leadership 1ualities. The learning and development manager has various responsibilities4 the( manage the training at the bank this is mostl( e+ternal training. 'nother dut( is to conduct an anal(sis of the staff and identif( the skill gaps the( man( have. The( are also tasked 3ith identif(ing opportunities emplo(ees man( have this is simpl( anal(!e and identif( those individual emplo(ees 3ho have potential to be groomed and developed for higher positions 6;a(a3arna0 :ilson and "acpherson0 2--89. It is important for the organi!ation to identif( the gaps and or opportunities0 this 3ill enable them to plan their resources and time according to slot in the program and to also understand e+act skills re1uired. This eliminates an( 3astage of resources and providing skills that are unnecessar( for the 2ob. The( roll out training programs at the bank4 the( 3ill ensure that the staff understands the ob2ectives of the training and 3hat is e+pected from them after completion of the program. It is important for emplo(ees to kno3 and understand 3hat the organi!ation e+pects from them as onl( then 3ill the( deliver. :hen one does not kno3 the e+pectations and ob2ectives of the organi!ation the( 3ill be 3orking blindl( and 3ill not be successful. The manager identifies specific training and development programs that are necessar( for the different positions at the bank. 3ho have been selected to attend. The human resource training department verifies the trainers selected to train the bank5s emplo(ees through a government bod( kno3n as Director of Industrial Training. This bod( re1uires that all individuals or companies 3ho 3ish to provide the training service in the countr( to register 3ith them (earl(. The bod( ensures that the training provided in the countr( is of high 1ualit( 3ith its content and 1ualit( is not compromised this keeps > nce the( are identified the( are then proposed to the organi!ation management and later to the staff

out the 1uacks 3ho ma( 3ant to invade the market. The department evaluates the outcome of the training programs that the( have rolled out so as to determine its success or failures this 3ill help to determine return of investment for the bank. The organi!ation conducts training and development programs through modular trainings touching on the procedures and processes. #peciali!ed trainings b( various functions F units0 e+ternal trainings and s(stem trainings are undertaken at the bank. "odular trainings are mostl( done in house training are conducted at the bank b( the bank staff and ma( be done 3ithin departments0 branch 3ise or among staff 3ho re1uire the training. This form of training ma( not need the human resource department to organi!e and it5s planning and e+ecution is left to the department or branch carr(ing out the training. <o3ever this does not mean that the( cannot consult the <. department for help or assistance in carr(ing out the training activit(. <. ma( also conduct an in house training 3hen the topic is general and useful to all staff across the bank regardless of their department or speciali!ation in the bank an e+ample is training personal financial a3areness. This is a general area and is useful to all staff at 3hichever rank and department.

The other is e+ternal training4 this is 3here the <. department identifies a need in a specific group that is lacking a particular skill and organi!es that training at a remote area for a number of da(s. This kind of training is conducted b( outside moderators 3ho have been advised on specific of 3hat to offer and the e+pectations of the bank. Imperial Bank Eimited 6IBE9 has divided their training and development program into t3o aspects as determined b( the need of the emplo(ee. The( conduct their training to ne3 emplo(ees and those ne3 to role emplo(ees. Be3 emplo(ees are those 3ho are ne3 to the organi!ation and or ne3 to the banking industr(4 the( need orientation and training for them to understand the banking industr( and e+pectations of the organi!ation. The ne3 emplo(ees 3ill have training in all departments in the bank even though the( 3ill not have a direct link to 2ob the( have been hired for. The department charts out a program for this emplo(ee clearl( indicating the start and finish of the program and the 8

departments the( 3ill visit 3hat the( are e+pected to learn and the duration. :hen emplo(ees are ne3 in an organi!ation it is important for them to have a guide and a program. This provides guidance and outlines the organi!ations e+pectations from the emplo(ee and to the staff it creates a sense of belonging and this is ver( important for the future of ne3 member of staffs. Training and development has a tangible and intangible effect to emplo(ees of the bank. Tangible effect are those that can be seen and can be measured an e+ample of these are gro3th of emplo(ees0 gro3th of the bank0 market share0 profitabilit( capitali!ation0 innovation0 production and improved customer satisfactions. :hereas intangible effects cannot be 1uantified as this includes the motivation of staff0 lo(alt(0 retention0 lo3 turnover. 'lso ensures that the emplo(ees are skilled0 self driven and in the relevant positions. There are various challenges in implementation the training and development polic( 3hich includes. Time constraint as the 2obs are ver( demanding as 3ell. #taff have to sacrifice their time in order to accommodate the trainings. Immediate supervisors not 3illing to release staff for training sessions. #taff not 3illing to sacrifice their time for the training.

-cademic -ssistance #olicy The Bank provides financial assistance to emplo(ees for courses0 certification programs and e+aminations re1uested b( management or voluntaril( taken b( emplo(ees interested in furthering their formal education. The program covered under this polic( must meet a criteria established b( the Bank. 'lthough the Bank5s recruitment polic( is to hire graduates0 the( are committed to developing their ke( staff that ma( have missed an opportunit( to further their education prior to 2oining the Bank. :hile successful completion of an academic program improves an emplo(ee5s educational background0 accomplishment of the above 1ualifications does not oblige the Bank to re3ard successful staff 3ith promotions0 )

transfers0 compensation increase0 or other emplo(ment related benefits

#urpose of the -cademic -ssistance #rogram The academic assistance program is intended to/ 'ssist emplo(ees in their professional development and in advancing their careers b( encouraging voluntar( academic studies that contribute to improved performance. To create a learning organi!ation 3here further learning is encouraged. To encourage and support emplo(ees at all levels 3ho intend to pursue formal learning at accredited educational institutions in order to obtain 1ualifications in areas 3hich are in line 3ith their Department5sFBank5s core function

*a.imum -nnual 'ducation &enefit The ma+imum assistance provided to an eligible emplo(ee during a calendar (ear is )-G of the tuition fees up to the respective amounts stipulated belo3. Bo 1 2 ,+pense Description .egistration fee Tuition @ee #upport b( Bank Bil )-G 'mount Bil )-G of tuition fees up to ma+. of Ashs. 1&-0---. p.a for 1st degrees0 )-G of tuition fees up to a ma+.of Ashs.2&-0---.-- p.a for "asters5 degrees 6support for "asters is onl( applicable for management staff0 grade 1& and above9. )-G of tuition fees up to a ma+. of Ash. 1--0---.-- p.a. for professionalFpostD graduate course and diplomas.

,+amination fee

1--G

Bo limit

'mployee 'ducation )ptions The education options available to staff include/ .ecogni!ed professional certification courses andFor post graduate diplomas aligned to banking. This is the ke( focus for the bank to highl( skilled staff 3ith banking certification. 7ndergraduate degrees in business related courses0 relevant to current role or ne+t potential career move. "aster5s program H management staff onl(0 3here this is recommended b( the Bank. The Bank also supports these academic program if offered online

'mployee 'ligibility 'cademic assistance is available to staff 3ho meet the Bank5s eligibilit( re1uirements 3hich include/ <ave been 3ith the organi!ation for a period of a minimum of 1) months. Course must have relevance to the 2ob holders role The academic institution must be reputable and 3ell kno3n. <ave demonstrated above average "eets and ,+ceeds 6",9 performance for 2 consecutive revie3s0 and maintain consistent good performance throughout the period of stud(0 both at 3ork and school. ,mplo(ees should be 3illing to be bonded b( the Bank for duration of at least 2$ months upon completing their course. ,+ceptions to the above criteria can be approved b( the "anaging Director

-dministrative /esponsibility The <uman .esources Department is responsible for the management of the academic assistance program. The( present final approval to all re1uests for assistance and 1-

reimbursement for related e+penses0 based upon emplo(ee eligibilit( and verification of successful completion of approved programs or e+aminations and after discussions 3ith the relevant @unction <ead.

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/eferences 'rmstrong0 ". 62--&9. A handbook of personnel Management Practices 0 Eondon0 7A/ Aogan Page Eimited. 'rnoff0 ;. 62--19. 'chievement "otivations Training and ,+ecutives advancement. Journal of Applied Science New York 76190 >D*. Bartel0 '.P. 62--$9. Productivit( ?ains from the Implementation of ,mplo(ee Training Programs. Industrial Relations 6190 $11H$2&. Cardon0 ".#.0 I #tevens0 C.,. 62--$9. "anaging <uman .esources in #mall rgani!ations/ :hat do 3e Ano3J !uman Resource Management Re"iew# $%0 2*&H323. Caruth0 E. D.0 I <umphre(s0 <.;. 62--)9. Performance appraisal/ essential characteristics for strategic control. Measuring business e&cellence# $' 6390 2$D32. Cho0 #.0 :oods0 ..<.0 ;ang0 #.0 I ,rdem0 ". 62-->9. "easuring the Impact of <uman .esource "anagement Practices on <ospitalit( @irms5 Performances. International Journal of !ospitalit( Management# ') 6290 2>2H288. Danvila0 I.0 Castillo '.0 I "iguel0 ..62--*9. The effects of training on performance in service companies. International Journal of Manpower * 6$90 3*3D$-8. Denb( #0 62-1-9. The importance of training needs anal(sis. Industrial and commercial training#%' 6390 1$8D1&-. <uselid0 ". '. 62--&9. The impact of human resource management practices on turnover0 productivit(0 and corporate financial performance. Academ( of Management Journal# +0 >3&H>82. ;a(a3arna0 D.0 :ilson0 '.0 I "acpherson0 '. 62--89. Training commitment and performance in manufacturing #",s. Journal of Small ,usiness and -nterprise .e"elopment $% 6290 321D33). "amoria0 C.B 62--&9. Personnel Management. Be3 Delhi0 India/ <imala(a Publishing <ouse. #tore(0 D.;. 62--29. ,ducation0 Training and Development Policies and Practices in "ediumDsi!ed Companies in the 7A/ Do The( .eall( Influence @irm PerformanceJ /mega# *0 2$*H2>$. T!afrir0 #. 62--&9. The relationship bet3een trust0 <." practices and firm performance. International Journal of !uman Resource Management $0 6*90 1>--D1>22.

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7beda0 E. C.0 I 'lmada #antos0 C. @. 62--890 #taff development and performance appraisal in a Bra!ilian research centre1 -uropean Journal of Inno"ation Management $* 6190 1-*D12&. :ilson0 ;.0 I :estern #0 62---9. Performance 'ppraisal/ an obstacle to training and developmentJ 2areer .e"elopment International 0 6290 *3D**.

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