The Effectiveness of Training

Programs in Banglalink
Internship Report
on
Employee Training and Developing of
Banglalink: Techniques and Effectiveness



Submitted To:

Muhammad Faisol Chowdhury

Senior Lecturer, School of Business

North South University





Submitted By:

Mahajabeen Sultana
ID-072 149 030
Course: BUS498
Internship, Fall 2011






Date of Submission: December 26, 2011


Letter of Transmittal
December 26, 2011
Muhammad Faisol Chowdhury
Senior Lecturer, School of Business
North South University, Dhaka
Subject: Submission of Internship Report
Dear Sir,
As per the requirement for degree completion, I hereby submit my internship report titled
Employee Training and Developing of Banglalink: Techniques and Effectiveness after
completing my internship successfully in the Finance & Accounting department in Banglalink.
This report contains the concept of most frequently used employee training techniques of
Banglalink and also focuses effectiveness of those techniques.
Please contact me for any clarifications, inquiries, or suggestions. I would be delighted to
provide you with any clarification regarding the project.

Sincerely,
Mahajabeen Sultana
ID: 072 149 030
Email Address: tanvee7@yahoo.com



Declaration
I am Mahajabeen Sultana, doing BUS-498 course- Internship, Fall 2011. I would like to state
following things:
I have used Harvard system in-text citation and reference list to justify the source from
where I have taken information.
I have used some diagram in my report which I have got from Banglalink annual report.
But I did not directly copy any theory or written information from internet without giving
the reference.
I did not prepare any report or assignment on the given topic before apart from this
course.
I did not submit it to any organization or institution previously.
This report is prepared by my own interest and with the cooperation of my organization
supervisor and co-workers.

Mahajabeen Sultana
ID: 072 149 030
Bus-498








Acknowledgement
Firstly, I would like to thank my honorable faculty internship supervisor Muhammad Faisol
Chowdhury for providing me with the opportunity and privilege of working with the challenging
topic of evaluating an innovative campaign for Banglalink. Moreover, I would like to express my
sincere gratitude toward Muhammad Faisol Chowdhury for his invaluable guidance, suggestions
and advice.
I would also like to thank my two supervisors, Quazi Abidur Rahman (J unior Executive) &
Mohammad Asheque Anwar (Accounts Payable Assistant Manager) whose earnest cooperation
and guidance has made this project as flawless as possible. I would also like to thank Mr. Sheikh
Rakibul Karim(Accounts payable Senior Manager), Mr.Quazi Nafees Ahmed (Organizational
Development Manager), Mr. Tyseer Hasan Amin (Organizational Development Assistant
Manager), Ms. Atindrela Sharmin Shoilee and Shahnila Rehnooma Ahmed (Organizational
Development Executive of HR Department). These people gave me strong support with
resourceful information and in-depth ideas about my topic.

I also like to thank my colleagues for their help and cooperation during the completion of my
internship report.








Executive Summary
Training is one of the integral aspects of the HR department of any organization. Banglalink, as a
telecom company, has the fastest growing subscriber base in Bangladesh. This phenomenal
growth is driven by the people of the organization. In order to achieve such growth, employees
need to be trained continuously for them to be competent and relevant in the current market.
Banglalink puts in a significant investment in its annual training budget, especially for
departments like IT and Technical, where the training programs are very sophisticated and many
of them are international. So, it is highly necessary that such investments should yield a good
return for the training programs to be effective and for the company to be profitable in the long-
run.
This report calculates the effectiveness of training program and the outcome of those training
programs positively affect employees performance. Frequent training programs in Banglalink
can enhance employee performance level and productivity. Furthermore, Trainers evaluation
creates a vital role in effective employee training.
In order to calculate employee Training & Development Program of Banglalink and its
effectiveness, modern training techniques and models which are used to make it more efficient
has to find out. Banglaink uses high quality training methods and modernized techniques to
provide efficient training programs. However, employees motivation and satisfactory level
highly depends on the feedback of effective training.
The training is provided according to need of employees. The instructional design is made up
based on employees need. In Banglalink supervisors and team leaders are supportive for
providing training. Furthermore the employees are also comfortable to adjust the environment.
The costs related with these training programs are also a considerable issue. The outcome of the
training programs positively recovers the cost of those programs. In addition to, through an
effective training program employees performance are increased which bring return on
investment for the company. Ultimately the company can grow in long run. Thats why

Banglalink has taken one of the highest positions in this competitive telecom market
because of the effective training programs.
Training is an ongoing journey for Banglalink HR department. It continuously tries to provide
competency-based training to meet the priority business needs of the organization. Its aim is
always to give the right training to the right employee at the right time to derive positive returns
from each training program, like the ones evaluated in this report. Banglalink also encourages
knowledge share amongst the employees through in-house training programs which results in a
qualitative and customized approach to training. The Banglalink HR department continues to
serve the organization with qualitative, effective and innovative training and development
programs for the future ahead.













Table of Content
1 INTRODUCTION 1
1.1 Origin of the report 2
1.2 Background of the study 2
1.3 Objectives 2-3
1.4 Scope of the study 3-4
1.5 Methodology 4-5
1.6 Limitation of the study 6
2 OVERVIEW OF BANGLALINK 7
2.1 Historical background 8
2.2 Name and characters of the founders 9
2.3 Mission & Vision 10
2.4 Tactics 11
2.5 Strategies 12
2.6 Organization structure 12
2.7 Companies major function 13-14
2.8 Companys competitive conditions 15
2.9 Types of analysis 16-23
3 LITERATURE REVIEW 24-30
4 DATA ANALYSIS & FINDINGS 31-59
5 EFFECTIVENESS OF TRAINING TECHNIQUES 60-61
6 RECOMMENDATION 62-63



7 CONCLUSION 64-65
REFERENCE 66
APPENDIX
























(Part -1)






















1




1.INTRODUCTION:
The report contains some frequent using Employee Training & development Program of
Multinational Company like Orascom Telecom Bangladesh Ltd. (Banglalink) in the practical
world. This report also focuses the effectiveness of the training after using those programs.
1.1Origin of the report:
As a part of internship I have prepared this report as a course requirement for Muhammad Faisol
Chowdhury, Senior Lecturer, School of Business.
1.2 Background of the Study:
Training and development is a continuous process for the HR department of Banglalink. It has
to initiate, plan and implement the training programs for all the departments like IT, Core
Network, Marketing etc. all year round. Each year a significant amount of next years budget is
allocated for training purpose. The training programs of certain departments like IT are very
advanced and sophisticated and many of them are international. They pose a considerable cost to
the company. Banglalink being a telecom company, IT is a very important department where it is
difficult to get skillful employees. So, it is essential to evaluate these IT training programs by
calculating their return on investment (ROI) in order to find out if these training programs are
effective or not.
1.3. Objectives:
2
R Re es se ea ar rc ch h O Ob bj je ec ct ti iv ve es s
The general purpose of this study is to evaluate the effectiveness of training program of
Banglalink. I have already known from the company and the company website about employees
appraisal, training quality, technology used etc. for the training program of Banglalink. I still
need further information from other sources to complete my research.In defining the limits of
this study I have identified some study areas that are important to address.





Broad Objective:
Broad objective of this project will be an overall look of the Orascom Telecom Bangladesh Ltd.
(Banglalink) and to identify some employee training techniques and effectiveness of training
which are using frequently in the company. This project will also classify how those training
programs affect employees work motivation and satisfaction.

Specific Objectives:
To focus on major elements and techniques of on-the-job (OJ T) training.
To focus on employees work motivation and satisfaction after training.
To classify the better methods of modern training techniques.

3
R Re es se ea ar rc ch h D De es si ig gn n: :
The Type of Research is descriptive and exploratory. Both quantitative and qualitative methods
will be used. With the given resource and time constraints, I have decided to use exploratory as
well as descriptive research. For the research purpose exploratory research includes qualitative
research as well as secondary data analysis. Moreover, descriptive research includes survey and
collecting and analyzing secondary data.
1.4. Scope of the study:
The report will deal with the training & development process and its effectiveness in terms of
theoretical points of view and the practical use. The study will allow learning about the training
issues, usefulness of those training & development, importance of modern training techniques
and models which are used to make it more efficient. The study will help to learn the practical
procedures followed by the leading organizations. Moreover the study will help to differentiate
between the practice and the theories that direct to realize how the organization can improve the



training &development programs. Training process has a structure in Banglalink which is given
below:

Training Process:
Need Analysis Step

Instructional Design

Validation
Implementation
Evaluation




1.5 Methodology:
For the purpose of our study both the primary and the secondary information will be used for
analysis.
Primary source:
Primary data sources were scheduled survey among the training units consist of 12 members in
the organization, informal discussion with professionals and observations while working at
different desk.
Secondary source:
4
The secondary information was collected from website memorandum, journals, and employee
books. Banglalinks Official Website and its company Employee Handbook, other internet
sources were used as the main secondary source. Different HR and employee training related
websites were also used as a secondary source.






Method of administering the Questionnaire:

Survey method:
I have conducted survey among the 40 employees of Banglalink. The Questionnaire helped me
to find an outcome of views and attitudes of the users.

Nature of the Questionnaire:
To meet the objective of the research I have prepared a questionnaire. Questionnaire was
developed in order to explore findings supporting the above-mentioned topic. The questionnaires
was contained several questions asking respondents about the research. It was made with simple,
direct and familiar words, keeping the respondents in mind.
Field Work and Data Collection:
I have used both primary and secondary data for the research purpose. Primary data has been
collected through surveys. I have collected the data by conducting the survey among the sample
respondents.

Data analysis:
After getting all the questionnaires filled up, I have analyzed those data through bar chart and pie
chart and have identified percentages of each question. This analysis of data made my research
easier, more efficient, and more effective.
Time Frame:
I have decided to submit this report on 26
th
December, 2011.
Estimated Cost:
The estimated cost included questionnaire print out and conveyance.
5




1.6 Limitation of the study:
The main limitation of the study is the collection of the information because most of the
information is confidential. So they dont want to disclose them. Collecting of this information is
the biggest challenge as I have to make a complete research paper. Time constraint is also a
biggest challenge for preparing this report as I have to work fulltime as an intern in this
company.
6









(Part -2)
The Organization Part
(Overview of Banglalink)

















7





Name: Orascom Telecom Bangladesh Limited
(Banglalink)
Location: Tigers Den SW (H), Gulshan
Avenue, Plot#04, Gulshan Model Town, Dhaka-
1212

2.1 Historical Background:
Orascom telecom Bangladesh limited ("Banglalink") is fully owned by orascom telecom in
Egypt. The ultimate parent company of the group is Vimpelcom, the 6th largest mobile phone
operator in the world. Banglalink was acquired by oth in 2004, and after a complete overhaul and
the deployment of a new gsm network, its telecommunication services were re-launched under
the brand name Banglalink. When Banglalink began operations in Bangladesh in February 2005,
its impact was felt immediately: overnight mobile telephony became an affordable option for
customers across a wide range of market segments.

Banglalinks success was based on a simple mission: "bringing mobile telephony to the masses"
which was the cornerstone of its strategy. Banglalink changed the mobile phone status from
luxury to a necessity and brought mobile telephone to the general people of Bangladesh and
made a place in their hearts. The mobile phone has become the symbol for the positive change in
Bangladesh.

This positive change that is quite correctly attributed to Banglalink, has become the corporate
positioning of Banglalink and is translated in their slogan "making a difference" or "din bodol".
8



"Making a difference" not only in the telecom industry, but also through its products and
services, to the lives of its customers. This corporate stance of "making a difference" has been
reflected in everything Banglalink does.
Banglalink attained 1 million subscribers by December 2005 and 3 million subscribers in october
2006. In less than two years which is by December 2007, Banglalink overtook aktel to become
the second largest operator in Bangladesh with more than 7.1 million customers. Banglalink
currently has 20.05million subscribers as of April 2011, representing a market share of 27.03%
growth over the last years have been fuelled with innovative products and services targeting
different market segments, aggressive improvement of network quality and dedicated customer
care, creating an extensive distribution network across the country, and establishing a strong
brand that emotionally connected customers with Banglalink.
Growth over the last years have been fuelled with innovative products and services targeting
different market segments, aggressive improvement of network quality and dedicated customer
care, creating an extensive distribution network across the country, and establishing a strong
brand that emotionally connected customers with Banglalink.


9



2.2 Name and characters of the founders:
Managing director & chief executive officer Ahmed Abou Doma
Chief financial officer Mohamed Hassan Osman
Chief technical officer Ahmed Mohammed Fady
Chief commercial officer Asher Yaqub Khan
Human resource and administration director Tarek Beram
Head of PMO and supply chain Abdus Saboor
Regulatory and legal affairs director Zakiul Islam
Information technology director Nizar el-assaad
Company secretary M Nurul Alam

2.3 Mission
Segmented approach in terms of products and services
Delivering superior benefits in every phase of the customers experience (before, after,
during & after sales)
Creating optimum shareholder value






10



2.4 Vision
Banglalink understands peoples needs best, and will create and deliver appropriate
communication services to improve and simplify peoples lives (Banglalink: Employee Hand
Book 2010).
2.5 Tactics
Banglalink aims to understand peoples needs best and develop appropriate communication
services to improve and simplify peoples lives. All our work is aimed towards meeting our
vision. All members of the Banglalink family are highly passionate individuals, fully committed
to achieving the Banglalinks vision. Our customers needs are what matters most to us, and
simplifying and improving their lives is all we want (Banglalink: Employee Hand Book 2010).
This is why the company values include:
Young
Musical
Straight
forward
Down to
earth

Patriotic


In addition to this, to ensure whether the company delivers what is being promised, there are
some core values which the employees scrutiny follows:
Straight Forward: We say what we do and we do what we say.
Reliable: A promise made, is a promise kept.
Innovative: No gimmicks; useful and usable.
Passionate: If we do not enjoy what we are doing, how can the customer enjoy ours?



11




2.5 Strategies:
Banglalinks basic strategy is coverage of both urban and rural areas. The company has devised
its strategies so that it earns healthy returns for its shareholders and at the same time, contributes
to genuine development of the country. In short, it pursues a dual strategy of good business and
good development.

2.6 Organization structure:
Core Levels
Chief officer
Deputy chief officer
Senior Director
Director
Deputy Director
Senior general manager
General manager
Associate general manager
Senior manager
Manager
Deputy manager
Associate manager
Senior assistant manager
Assistant manager
Senior executive
Executive
Associate executive
Junior executive
Support Levels
12



Senior executive assistant
Executive assistant
Associate executive assistant
Senior admin assistant
Admin assistant
Associate admin assistant
Senior department coordinator
Department coordinator
Driver

2.7 Companies major function:
Banglalink gives mobile telephony service in two basic ways: prepaid & postpaid. Prepaid
packages are created in a segmented approach to give customers what they exactly need. To
complement the packages, Banglalink has a big number of innovative Value Added Services
(VAS).
Icon
Orascom
13





Pre-paid
For the consumers who feel convenient in using the prepaid connection, Banglalink has come up
with different types of pre-paid packages like Banglalink desh, Banglalink desh ek rate,
Banglalink desh ek rate darun, Banglalink desh rangdhanu and Banglalink desh 7FnF.
Post-Paid
This segment caters to the people who have a fixed expenditure for mobile bills per month and
do not want to take the trouble of using pre-paid cards.
Icon
It is a premium telecom brand using segmentation strategy. The main aim of Icon is to attract a
certain group of people that are giving the company a substantial amount of revenue and giving
them some premium facilities/services in return. Apart from voice activities, Banglalink
currently has the highest number of products in the Value Added Service (VAS) division
realizing that people are becoming more and more dependent on their mobile phones. Examples
of these products are music station; voice portal, Amar tunes, GPRS (internet), sms, mms etc.
These products increase the convenience of the people and make information readily available to
them. Other VAS activities include MCommerce activities like Mobile Remittance and Train
Ticket. In addition, Banglalink also focuses on the agricultural sector of Bangladesh through
strategic projects like Krishibazaar service facilitating buying and selling of agricultural
products over the mobile phone (Wikipedia 2011).



14




2.8 Companys competitive conditions:
There are 5 major competitions in the market:
Grameen Phone
Highest subscriber base and Market Share
Widest network coverage
Highest brand equity and charges premium
price
Clearly demonstrating strategies for maximizing revenue and profitability
Appointed as New CEO Tore J ohnsen in March 2011
Robi
Has third largest Customer base
Has been more active in the market after entry of NTT DoCoMo in 2008
Rebranded itself as Robi in 2010
Had been inconsistent in terms of tariff and connection prices
Now aggressively rolling-out network after long pause
Became more active in communication in 2010-2011
Citycell
Singtel is still operating with 45% stake and has not increased it up to 60% as per earlier
expectations
Has remained aggressive in media highlighting low tariffs, customer care and high speed
internet access
Aggressively focusing in data segment
15



Airtel
Bharti airtel has bought 70% share from Warid Telecom and rebranded it as Airtel in
J anuary 2011
Have done contract with Ericsson and Huawei to do aggressive network rollout
Offering low tariff and aggressive bonus talk time to get highest possible subscriber base
out of existing network
Also continuing acquisition with subsidy
Teletalk
Government owned company which is slow to respond and they lack in expertise in
telecom
Offering lowest flat tariff in the market

2.9 Types of Analysis:
SWOT analysis:
Strength:
2
nd
Market Leader: Bangalink is the second largest mobile operation in Bangladesh and
at this moment a very faster growing organization.

Geographical Coverage: Banglalink network covers most of the urban and suburban
areas of Bangladesh. At the present moment total subscribers are 20 million which 2nd
largest one is. The quality and coverage are very smooth at this moment.

16



Improvement of the network: At this moment Banglalink using Gramaeenphone, Robi
and other operators for improving the coverage, as BL can shares others backbones and
equipment, it makes easy to enhance the quality and the coverage.

Brand Name / Image: From the very beginning BL has got an image of having cheaper
call rate, their target is mass majority which they have successfully implemented.

Skilled Human Resource: The employeesare young, dedicated and energetic. All of
them are well educated at home or abroad, with both sexes (genders) and minority groups
in Bangladesh being well represented.

Provision of having new value added services and voice service: BL is a very dynamic
organization and almost every quarter they are launching new value added service and
tariff optimization to bring new revenue sources.
Weakness:
Some value-added services are not successful:
Voice Mail service due to language barrier, lack of promotions, lack of know how
about interactive services and also because people are reluctant to speak to a
machine.
Usage of Short Message Service is still low due to lack of promotion, lack of
knowledge of English, unawareness of handset configuration and un-ergonomic
nature of keypad.
17



Difficulty in Configuration, handset barrier and slow connectivity are hampering
WAPs popularity.
Different departments not working together:
From the internal reports of Bangaink I have found to know that different
departments do not form synergies to take deliberate actions. Management and technical
departments accomplish their jobs without effective co-ordination. The organization needs
more vertical communication.
Complicated price structure:
Post-paid call charge is very complicated to the customers. Even though per unit call
charge is mentioned, sometimes customers get confused about their bill.
No long-term Distribution/Channel strategy:
Banglalink has not yet taken initiatives of its long-term distribution channel strategy.
Its current market expansion with its short-term distribution channel goal meet it present
requirement. But for its future market expansion and to reach its new segment of customers
more effectively in efficient manner it needs to take bold steps from now on.
Opportunities:
Attractive market:
Bangladesh is a highly attractive market for mobile services due to its large and
highly concentrated population, low penetration of telecommunications services, and high
growth in mobile subscribers. With approximately 200 million inhabitants, it ranks as the top
most populous country in the world and is among the most densely populated.
Huge need for telecom services:
18



Current market growth rate of the telecommunication is significant which arises a
great opportunity for the cellular phone companies to grow rapidly. The demand of the cell
phone is still increasing. Wireless internet service with most beneficial features has made this
sector more attractive.
Declining prices for handsets:
The prices of the mobile sets are declining in Bangladesh that makes an easy gate
way for the customers to use cell phones. It will create an opportunity for the
telecommunication industry to get a large number of customers.
Site sharing with other operators:
At this moment Banglalink is sharing the site with other operators which also a source of new
revenue. On the other hand they are also using other resources which will be more valuable for
them. BL is widely known as friendly to the poor customers. As their call rate is cheaper
compared to that of other operators it will easier for them to beat other operators when they more
spread their network.
There are some others opportunities, which can be important factors for Banglalink,
are:
Economic growth of Bangladesh
New and better interconnection agreement and future privatization of
the fixed network
Threats:
More rigid government regulations:
Government rigid regulations and policy narrows the direction of the cellular phone
companies. Banglalink has to go through lengthy government procedures to take permission
to launch a new service package.
19



Threats of potential new entrants:
Potential new entrants can get into the telecommunication market with cost effective
approach and take off market shares. New domestic and foreign cellular phone companies
can start telecommunication network business.
National catastrophes:
National catastrophe may severely hamper the networking system. Banglainks
towers at different location are affected by natural calamities.
Price war:
All the six companies are fighting to get the market share by cutting price of the mobile phone
connection. All competitors are lowering the unit price and also providing pulse facility like
Airtel provides pulse at the first seconds of the first minute. So the market is fighting with each
other with their pricing strategy.
PESTEL Analysis:
Political:
Government instability
Government intervention on new entrants in the telecom industry
Tax laws
Economical:
High inflation
Declining stock market index
New regulation by the World Bank on interest rates
Changing industry patterns
20



Socio-Cultural:
Changes in lifestyle
Increasing level of educated people in the population
Income distribution of potential target market
Changes in the mindset among people regarding status and wealth
Technological:
Change from 2G to 3G
Increasing availability of new phones
Improvements in the quality of network service providers
Environmental:
Dynamic and co-operative working condition.
Excellent facilities give employee comfortable and homely environment.
Legal:
Because of confidentiality purpose I could not collect any legal issues.






21




STEEPLED
STEEPLED stands for Social, Technological, Economical, Environmental, Political, Legal,
Educational and Demographic. Social, technological, economical, environmental, political, legal
these factors are described above so descriptions of last two factors that is educational and
political factors are given below:

Educational Factors:
Education is one of the key decision makers of Banglalink. Now a days people are getting more
educated, hence they are gaining more information about new technologies and services. In the
suburban and rural areas people are now depending on mobile phone and internet. So telecom
operator companies also prefer latest packages and technologies to attract customers. For
educational enhancement as a telecom operator company

Banglalink is providing lots of new services like better network service, new packages,
value added services to achieve customer satisfaction.
As Banglalink is giving cheaper price for their voice service it is getting more popular
company compared to other operator in the rural areas.
Most of the small business holders they are depending on Banglalink for their primary
way of communication which was also reflected in one of their TVC.


Demographic factors:
Demographic factors like age, race, gender, culture are affecting Banglalink day by day.
22



Age: Age is on the key factors in Banglalink. The company provides packages on the
basis of customers age. So the target customer and package should be organized
otherwise there will be no synchronization between the customer and the product.

Race: Nobody likes racism in their own ethnicity so Banglalink products are designed in
such a way that there will be no race classifications when a product is going to be launch.

Gender: To give special priority to the female Banglalink has its own package especially
for the female. There are lots of features they had added to earn more revenue from the
female.

Culture: Banglink always gives priority to Bengali culture. At this moment their number
one package is Banglalink Desh which represents nothing but Bangladeshi culture.

MOST
MOST stands for Mission, Opportunities, Strategy and Tactics. Each of the factors has explained
before.





23







(Part -3)
Literature Review
(Training Programs initiated by
Human Resource Department of
Banglalink)



















24




3. Training Programs/Techniques Initiated by the Human Resource
Department of Banglalink

Defining Training and Development
Training and Development is the process of teaching employees the basic skills they need to
perform their job or for developing additional skills. The companys training programs must
support its strategic goals. Also, training is part of the larger issue of performance management.
This is an integrated, goal oriented approach to assigning, training, assessing and rewarding
employees performance. Managers set goals for their employees and training is one of the ways
an organization helps an employee meet those goals.
Training programs in Banglalink
Banglalink provides its employees with opportunities to develop skills, knowledge and
capabilities in areas related to their jobs and responsibilities. Therefore, the company has
established a training and development policy with the following objectives:
To upgrade the managerial and behavioral capabilities and technical efficiency of all
employees
To provide greater opportunity to grow and succeed within the company
To provide employees with appropriate opportunities to improve their work performance
To encourage high-potential, high-talented employees to move up the organizational
ladder
To ensure there are an adequate number of skilled and qualified replacements
(successors) for every key position
To better utilize employee talents
To fill vacant positions from within the company according to availability.
25



In order to establish training plans, Banglalink conducts a Competency Gap Analysis for each
employee. A Competency Gap Analysis is the process of determining the competency level of
employees for the purpose of aligning the strategic objectives of the organization with individual
employee performance. It also provides indications of the areas where an employee needs to be
developed. The Competency Gap Analysis assesses the following three competencies: 1)
Managerial Competency, 2) Core Competency; and 3) Technical Competency. Managerial and
Core Competencies are common throughout the organization, defining behavioral aspects
required for Banglalink employees to maintain a standard across all OTH subsidiaries. These
competencies are fiscal responsibility, leadership, strategic thinking, teamwork, flexibility and
adaptability, decision-making and problem-solving, effective communication, initiative and
drive, customer focus and planning and organizing. On the other hand, Technical Competencies
are different for each department, focusing on the employees functional activities. So, technical
competencies of an employee in the IT department will be different from the technical
competencies of an employee in the Core Network department or Sales department.
Banglalink provides periodic training either locally or abroad, depending on the business need,
which is intended to upgrade the capabilities and efficiency levels of employees and to groom
them for further career development and leadership positions. Such training programs are aligned
with the competency gap analysis and managed by the HR and Administration Department.
During an employees training period, whether conducted in or outside Bangladesh, the company
will continue to pay the employees salary. The company shall pay all training expenses, round
trip airfare, living allowance, and local transportation (in case of international training) in
accordance with company related regulations. It is the individuals responsibility to take full
advantage of the training opportunity for his/her own development.
Local Training Programs
Training programs that are held locally (either by local vendor or by international vendor) are
considered Local Training and may be held in training rooms of Banglalinkoffice premises,
local conference/seminar halls, or on vendor premises. In-House training programs may be
provided through internal resources with the objective to recognize internal talents and provide
customized training for employees. Banglalinkemployees that provide in-house training
programs are entitled to an honorarium as outlined in the In-House Training Honorarium Policy.
26



In-House Training Program
Banglalink has some niche training needs which are difficult to address through open courses.
However, the company possesses some in-house trainers who have the necessary knowledge and
experience to conduct such training programs. Thus, HR can decide to organize such training
programs utilizing these in-house trainers. The use of in-house trainers will ensure the delivery
of qualitative, customized, and cost-effective training programs as per company needs. In-house
trainers are also encouraged to share their knowledge with their colleagues and thereby attain self
enrichment.
In-House Training Process
Banglalinks HR department approaches the concerned person and collects his/her training
profile, in line with the training program. The training profile is then evaluated by HR and the
respective Head of Department (HOD). If the training profile is found suitable, the trainer will be
invited to conduct the training program, with prior approval from his/her Line Manager and
HOD. The training course content will be developed by the in-house trainer, based on the
training need and approved by HR and the respective HOD. The training schedule and duration
is mutually decided on by the in-house trainer and the HR department, on the basis of mutual
convenience of all concerned parties. The training schedule is set in a manner that will not affect
the normal working hours of the in-house trainer.
International Training
All training programs, workshops, seminars, and conferences held outside Bangladesh are
considered International Training. Sometimes trainers come from foreign countries to provide
effective employee training programs. In Banglalink international training programs are offered
frequently.
Technical Know-How Programs through Vendors
Technical Know-How Programs through vendors are learning services purchased from technical
equipment vendors or project suppliers in order to provide technical know-how to the employees
who will operate the associated equipment or work on the concerned project.
27





Process of Training in Banglalink
The following section describes the different steps through which the Banglalink HR department
plans and organizes its different training programs.
Steps of Training in Banglalink
1. At first, the competency gap analysis is carried out through the Annual Performance
Appraisal (APA) and the Semi-Annual Performance Appraisal (SAPA).
2. The HR department then draws the competency gap data department-wise for training
need.
3. These training needs are communicated with the functional department regarding the
gaps and the following activities are performed
a. The HR Department asks for proposed vendors and proposed training from the
department for Functional training
b. At the same time the HR Department finds trainers and prepares training
programs for core and managerial competencies.
4. The HR department communicates with the vendors for training schedule and cost.
5. Then, it begins to prepare training plan, calendar and budget for the training year.
6. The training budget is send to Budget unit, in the Accounting and Finance department,
for OTH approval.
7. After that, the training plan, calendar and budget are finalized with feedback from
function.
Training execution and Follow-up (local)
1. The Banglalink HR Department communicates with the selected vendor to send the
course content, trainer profile and quotation
28



2. It sends the course content and trainer profile to the respective department, and quotation
to procurement. (In case of core and managerial competency trainings, HR finalizes the
trainer profile and the course content)
3. When the respective department approves course content and trainer profile, the training
request form (TRF) is asked from the department coordinator to be signed by the Head of
the Department and sent back to HR.
4. The Requisition Form is raised and it is send to the Procurement department along with
the training request form. The HR Department informs the vendor to book their selected
trainer and time, if the training is held outside office premises.
5. The department then communicates with the vendor that the purchase order (PO) is under
process. When HR receives PO it is send to the vendor with the venue and schedule
details. HR then invites all the participants who will take part in the training. If an
international trainer is supposed to come, HR sends visa invitation letter (it asks for the
passport details)
Logistics is arranged including snacks and other aspects, if the training amount is bondable then
the HR department has all the candidates sign their bonds. At the end of the training, an
evaluation form is circulated and the data is compiled to be shared in the HR weekly meeting.
Training execution and Follow-up (International)
1. The HR department communicates with selected vendors for sending the course content,
trainer profile and quotation.
2. The content and trainer profile is send to the respective department, and quotation to
procurement. (in case of core and managerial competency trainings, HR finalizes the
trainer profile and the course content)
3. When the respective department approves course content and trainer profile, the training
request form (TRF) and the Travel Request Form is asked from the department
coordinator to be signed by the Head of the Department and sent back to HR. HR also
asks for the participants passport copies.
29



4. HR then asks Travel and Protocol to arrange for accommodation, ticket and Visa (it asks
for the visa invitation letter from vendor)
5. The Travel Request Form is send to Compensation and Benefit Division for DA and
accommodation.
6. Requisition Form is raised and it is send to the Procurement department along with
Training and Travel Request Forms.
7. The purchase order (PO) is initiated and is communicated to the vendor that it is under
process. When HR receives the PO, it sends the document to the vendor and invites the
participants with venue and schedule details.
8. When the training is over, a training evaluation form is circulated and the data is
compiled to be shared in the HR weekly meeting.












30









(Part -4)
Data Analysis & Findings

























31






4.1 Questionnaire:
1. In Banglalink regular training programs are necessary for employees to do their job-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
2. Frequent training programs in Banglalink can enhance employee performance level and
productivity-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
3. In Banglalink international training programs are required for all levels-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
4. In-house training programs of Banglalink are more effective than foreign training programs-
A. Strongly agree
32



B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
5. Banglalink provides training programs about new technologies-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree

6. Banglaink uses high quality training methods and modernized techniques to provide efficient
training programs-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
7. Use of modern techniques can create positive impact on companys growth-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
8. Supervisors and team leaders are supportive for providing training-
A. Strongly agree
B. Agree
33



C. Neutral
D. Disagree
E. Strongly Disagree

9. The environment of training programs is adaptive for all employees-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
10. Employees motivation and satisfactory level highly depends on the feedback of effective
training-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree

11. Banglalink has taken one of the highest positions in this competitive telecom market because
of the training programs-
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly Disagree
12. Which training programs are frequently providing in Banglalink?
34



A. On the job
B. International
C. Off the job
D. Online
E. All of them

13. The duration of training programs-
A. 1 2 days
B. 3- 5 days
C. More than 5 days
D. It depends

14. Banglalink focuses more on which training programs?
A. Skill based
B. Knowledge based
C. Position based
D. All of them
15. Banglalink prefers mostly the trainers from-
A. Local Background
B. Foreign Background
C. Both

16. Does Banglalink properly identify employee training needs through an effective performance
appraisal?
A. Yes
B. No
C. May be.
35




17. Does trainers evaluation create a vital role in effective employee training?
A. Yes
B. No
C. May be
18. Do new technologies can easily provide more effective training programs to employees?
A. Yes
B. No
C. May be
19. Do employees face any unfairness in training opportunities?
A. Yes
B. No
C. May be.
20. Does the outcome of the training programs positively affect employees performance?
A. Yes
B. No
C. May be
21. Does the outcome of these programs increase companys productivity?
A. Yes
B. No
C. May be.
22. Does these effective training programs can reduce employees turnover rate?
A. Yes
B. No
C. May Be
36




23. Does the outcome of training programs positively recover the cost of those programs?
A. Yes
B. No
C. May be.


4.2 Data Analysis & Findings

From the above bar chart I have found that highest percentage that is approximately 55%
respondent has strongly agreed that in Banglalink regular training programs are necessary for
employees to do their job.22.5% respondent has agreed with this issue and 12.5% gave neutral
37



comment. I have found 5% people who have disagreed and 5% people who have chosen strongly
disagree option for in this question.
Findings:
From the above analysis I think that-
In Banglalink majority of employees prefer regular training programs to properly do their
job.

The above pie chart is showing that highest percentage that is 52.50% participant who is working
in Banglalink has agreed and 25% strongly agreed that frequent training programs can enhance
employee performance level and productivity. 15% respondent gave neutral comment and only
7.50 % did not agree this issue.
Findings:
From the graph I have found that-
38



Majority of employees of Banglalink think that their performance level and
productivity (outcome) will increase if the company offers frequent training programs.

The above graph is showing that that approximately 42% respondent have neutral comment
about the issue which is in Banglalink international training programs are required for all level.
30% people agreed this issue and 15% respondent strongly agreed that international training
programs are required for all levels. Very few people that is only 7.50% did not agree and 5%
respondent chose strongly disagree in this concept.
Findings:
The outcome of this graph is-
39



Banglalink provides international training programs which may be sometimes required
for all employees and sometimes not. I think they have flexibility in training offers so that
the company can provide training where it is necessary.


From that above graph I have found that highest percentage of respondent that is 45% did not
agree that in-house training programs of Banglalink are more effective than foreign training.
15% chose strongly disagree and 22% respondent gave neutral comment. Only 10% people
agreed and 7.50% strongly agreed this issue.
Findings:
40
From the above graph I have found an outcome that employees of Banglalink prefer foreign
training rather than in-house training programs. They think that foreign training opportunities are
more effective than in-house training.





From the Above graph I have found that 50% respondent agreed and 22.50% strongly agreed that
Banglalink provides training programs about new technologies. Only 20 % respondent chose
neutral option and very minority of people that is 7.50% did not agree this issue.
Findings:
Through this graph I have got a concept that-
Banglalink provides new and latest technologies to ensure a proper and effective training
program.
41





From the above graph I have found that 53.50% respondent agreed and 20% strongly agreed that
Banglalink uses high quality training methods and modernize training techniques to provide
effective training programs. Approximately 17.50% respondent gave neutral comment and only
7.50% chose disagree and 2.5% chose strongly disagree in this issue.
Findings:
The graph is showing that-
Banglalink provides high quality and modern training techniques which can increase
efficient employee training programs.
42





From the above graph I have found that majority of respondent that is approximately 57.5%
agreed that use of modern techniques can create positive impact on companys growth. 17.5%
people strongly supported this issue and 30% gave neutral comment. Only 5% employees did not
except the issue.
Findings:
From the graph I have found that-
Company growth depends on proper use of modern techniques. So highest percentage of
employee in Banglalink think that if the company uses modern methods and techniques
to provide employee training, company growth will be enhanced quickly.
43





This pie chart is showing that 50% of participant strongly agreed and approximately 27.50%
people agreed that In Banglalink supervisors and team leaders are very supportive with
employees when they provide training. Approximately 17.50% respondent gave neutral comment
and only 5% people said that supervisors are not supportive.
Findings:
From the above graph I have found that-
Though minority of people think that supervisors and team leaders are not supportive in
Banglalink but most of the employees think that the company has a very supportive
working environment because their supervisors are supportive for providing training.
44





This graph is showing that highest percentage of respondent that is approximately 45% gave
neutral comment about the environment of training program. 30% respondent agreed and 15%
strongly agreed that the working environment of training programs is adaptive for all employees.
Only 2.50% respondent did not agree the concept.
Findings:
This pie chart is focusing on the environment of training programs.
Though majority of people chose neutral option but the percentage of positive respondent
is also high. So I think that most of the employees are satisfied with the environment.
45





the above graph, it has shown that approximately 47.5% respondent agreed that employee
ning programs. From here I have found that-
An effective training program can satisfy employees an can increase their
motivation s
From
motivation and satisfactory level highly depend on the feedback of effective training. 22.5%
people strongly agreed this issue and 22.5% gave neutral comment. Only 5% respondent chose
disagree and 2.5% chose strongly agreed the concept.
Findings:
The above graph is focusing on effective trai
o that they can maintain their responsibilities properly.

46





From the above graph. I have found that aproximately 52.50% respondent chose neutral option
ove graph I have found that-
le in Banglalink have a neutral concept about the
question. It m
about Banglalink has taken one of the highest position in this competitive market because of the
training program. 30% respondent agreed this issue and 10% people strongly agreed the concept.
Very few people that is only 7.50% people did not agree the issue.
Findings:
From the ab
Majority of peop
eans empoyees may think that companys position does not mainly depends
on training programs. There may be some other major factors like company products,
offers or facilities which has taken Banglalink in this competitive position.


47





This pie chart is showing that approximately 60% respondent agreed that Banglalink frequently
art I have found that-
rams are one of the frequently used training programs in
provides international training programs. 10% chose on the job training and minority people that
is 2.50% chose off the job and 2.50% said online training programs are frequently used. The
second majority of people that is 25% chose the option all of them because they think that
Banglalink is providing all types of training programs frequently.
Findings:
From the ch
International training prog
Banglalink. Most of the trainers of the company come from the abroad to provide
international training. So in Banglalink employees frequently get the opportunity to
achieve international training programs.

48





From the above graph I have found that highest percentage of respondent that is 60% chose the
duration of training programs which is 1-2 days. Only 7.50% people chose the option 3-5 days
has shown that-
programs of Banglalink have time duration and that is 1 or 2 days.
and the second majority of respondent that is 32.5% said it depends.
Findings:
This graph
Most of the training
Sometimes this duration depends on the situation.


49




From the above graph I have found that majority of respondent that is 55% said that Banglalink
focuses more on skill based training programs. 10% people chose position based training
programs are mainly offered and only 7.50% respondent chose knowledge based training
program. 27.50% people said that Banglalink focuses on all types of training programs.
Findings:
From the graph it can be identified that-
Banglalink mainly focuses on skill based training programs to develop employee skills.
This skill based training programs can enhance employee motivation and company
growth.
50





This chart is showing that the highest percentage of participant that is approximately 52.50%
said that Banglalink prefers mostly the trainers who have foreign educational background.
22.50% people said trainers are chosen from local background and the rest of respondent that is
25% said that Banglalink hires both type of trainers for employee training.
Findings:
From the pie chart I have found that-
Trainers who have foreign educational or training degrees can easily get the opportunity
to train up Banglalink employees. Foreign trainers are mostly preferable trainers in this
company.
51





From the above graph it has found that Highest percentage employees that is approximately
57.50% chosen yes option because they think that Banglalink properly identifies employee
training needs through an effective performance appraisal. 30 % respondent said may be
Banglalink can properly identify this issue and the rest of people that is 17.50% did not agree this
concept.
Findings:
From the graph I have found that-
Banglalink can properly identify employee training needs through effective performance
appraisal.
52






The above graph is showing that approximately 57.50% respondent said that may be trainers
evaluation create a vital role in effective employee training. The second majority of people that is
approximately 32.50% respondent agreed that trainers evaluation can create a positive role and
only 10% people did not agree this issue.
Findings:
From the above chart it has found that effective employee training in Banglalink may be
depends on proper trainers evaluation.
53




From the above bar chart I have found that approximately 60% respondent said yes and 35% said
may be new technologies can easily provide more effective training programs to employees.
Very little percentage that is only 5% people did not agree this issue.
Findings:
This graph has shown that new and modern technologies can easily provide effective
employee training programs.
54





From the above graph I have found that majority of respondent that is approximately 57.50%
said that in Banglalink employees do not face any unfairness in training opportunities. 35%
respondent said may be employees can face unfairness and only 7.50% people said they have
faced unfairness in training opportunities.
Findings:
From the graph there is an outcome that is
Banglalink has a fair training environment to employees because majority of employees
think that training opportunities are fair and they are satisfied.
55





From the above pie chart I have found that 65% respondent of Banglalink said that the outcome
of training programs positively affects employee performance. Approximately 27.50% people
said may be it can positively affect and only 7.50% respondent did not agree this concept.
Findings:
From this graph we have found that-\
Most of the employees of Banglalink think that employee performance positively
depends on the outcome of training programs. So effective and skill based training
programs can enhance employee performance.
56





The above bar chart is showing that majority of participant that is approximately 62.50% said
that the outcome of training programs in Banglalink increase companys productivity. 27.50%
respondent said companys productivity may be increased for this situation and only 10% people
did not agree this issue.
Findings:
From this graph there is an outcome that is-
Banglalinks productivity and future growth can be increased because of the positive
outcome of effective training programs.
57





From the above graph I have found that highest percentage of respondent that is approximately
65% chose may be option for effective training programs can reduce employee turn over rate.
The second majority of people that is 30% agreed this issue and only 5% people did not think
that effective training programs can reduce employee turn over rate.
Findings:
The outcome of this graph is-
Resourceful and effective training programs can reduce employee turn over rate.
Through a proper training program employee can achieve satisfaction and can get an
inspiration to work in Banglalink rather than swiching in other option.

58





From the above graph I have found that majority of people that is 62.50% said that may be the
outcome of training programs positively recovers the cost of those programs. 30% respondent
agreed this issue and only 7.50% did not agree.
Findings:
From the pie chart I have found that-
The outcome of the effective training programs of Banglalink may be recovers the total cost of
those programs. Through the proper training employee motivation and company productivity can
be increased. So these p




59










(Part -5)
Effectiveness of Training Techniques




















60




Effectiveness of the Training Programs

Banglalink provides effective training programs which can bring huge success for the
organization.

Training programs are cost effective, as those techniques are cheaper to train existing
employees compared to recruiting new employee with the skills needed.
Training programs save the operating expenditure (OPEX) reducing the uses of
consultancy support as the training helps the employee to become more efficient.
These techniques increase efficiencies in processes, resulting in financial gain.
These techniques increased capacity to adopt new technologies and methods, as the
employee can concentrate on more activities.
As the business world is continuously changing, the training helps to stay ahead of the
competition.
Training programs increased innovation in strategies and products.
Training programs Increased job satisfaction and morale among employees.
Training programs Increased employee motivation as new skills and knowledge enrich
the confidence.
Readiness created within the team to meet business goal with the future challenges.








61










(Part -6)
Recommendation





















62





Recommendation
Banglalink provides lots of effective training programs and facilities to develop employees skill
and motivation. The company has a motto that through the proper training a company can
achieve potential employees and also can attain future growth. So to retain these potential
employees Banglalink should ensure some facilities like-
Training Facilities:
Latest and user friendly training equipment.
Employees of each department should get the training facilities.
More frequent training programs should be ensured.
J ob promotion for trained employees.
Position based training opportunities should be offered.
Assurance about fair training environment.
Besides international training the company should be focused on other training programs
like- online training, off the job training etc.
Through these facilities employees can achieve job satisfaction and Banglalink can employee
reduce employee turnover rate.





63











(Part -7)
Conclusion





















64





Conclusion
Being the HR Department of one of the fastest growing telecom companies of the country, the
Banglalink HR Department constantly has to assess the various training needs of its employees
and roll out those training programs adequately to meet the training gaps (both managerial and
functional) of employees. Its goal is to train the right employee at the right time to achieve a
positive return from the training program in the long-run. Based on the priority of the business
need, Banglalink HR department arranges training programs, both locally and internationally,
through building partnerships with accredited and reputed training institutes. Thus, through
effective implementation of standard global HR practices, Banglalink HR is able to achieve
positive returns on a good number of its training programs, especially in departments like IT.
Proper training programs will ensure the retention of skillful resources and provide them with
knowledge and motivation to perform better for the organization. This enables effective
performance management and drives organizational growth which is essential to survive in the
telecom sector.









65




Reference:
1. Banglalink Official Website - http://www.banglalinkgsm.com/
2. Banglalink Employee Handbook.
3. Wikipedia - http://www.wikipedia.org/
4. About-Banglalink.[Online, retrieved on 25
th
December, 2011], available at:
www.scribd.com/doc/51241591/About-Banglalink
5. Process of Training and Development of Banglalink. [Online, retrieved on 26
th

December, 2011], available at: www.papercamp.com/
6. Customer care profile. [Online, retrieved on 26
th
December, 2011], available at:
www.linkedin.com/title/customer+care/at-banglalink
7. Technologies.[Online, retrieved on 26
th
December, 2011], available at:
http: //www.oracle.com/us/technologies/soa/index.html
8. Instructor-led-training. [Online, retrieved on 26
th
December, 2011], available at:
http: //www. skillbuilders.com/instructor-led-training
9. Orascom Telecom n.d., History. [Online, retrieved on 26
th
December, 2011], available
at: http://www.orascomtelecom.com/
10. LinkedIn n.d., Orascom Telecom Bangladesh. [Online, retrieved on 26
th
December,
2011], available at: http://www.linkedin.com/groups/banglalink
11. Banglalink n.d., Human Resources. [Online, retrieved on 26
th
December, 2011],
available at: http://www.banglalinkgsm.com/

66



67



Contact Information
Mahajabeen Sultana
Email Address: tanvee7@yahoo.com
Mobile No. : 01670275414