Internship Report on Training and Development of

Bangladesh Development Bank Limited (BDBL).

By

HasnaHossainBabli

Reg. no: 12102011

32nd Batch

An internship report submitted in partial fulfillment of the

requirements for the degree of Bachelor of Business

Administration

Department of Business Administration

University of Asia Pacific (UAP)

October 3, 2016
 Approval page

The internship report of HasnaHossainBabli has been approved by the following:

------------------------------------------------------------------

Supervisor

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Examiner

-----------------------------------------------------

Head of the Department

 Declaration

I do hereby declare that this report is the result of my own research, except where otherwise

stated. I also declare that it has not been previously or concurrently submitted as a whole for any

other degrees at University of Asia Pacific (UAP) or at any other institution.

HasnaHossainBabli

Reg. no: 12102011

32nd batch, BBA, University of Asia Pacific

Signature Date ..
 Letter of Transmittal

October 3, 2016
SadiaTangem
Assistant Professor
Department of Business Administration, University of Asia Pacific

Dear Madam,

I have got opportunity of practical working in Bangladesh Internship Report on Training and
Development of Bangladesh Development Bank Limited (BDBL). In the preparation of this
report, I have studied various documents and have gathered practical knowledge.

In this report, I have tried to give my best effort. There may be some shortcomings. I would be
grateful if you consider those form excusable point.

I therefore, pray and hope that you would be kind enough to accept my evaluation and oblige
thereby.

Sincerely yours,

..

HasnaHosainBabli

BBA 32nd Batch, Reg. no: 12102011

Department of Business Administration

University of Asia Pacific

 Acknowledgement

At first I would like to express my gratitude to almighty Allah for enabling me with the strength

and opportunity to complete the report within the schedule time successfully.

I feel proud to express my gratitude to Department of Business Administration, University of

Asia Pacific for granting me the permission to take up practical orientation in BDBL. I also feel

proud to express my gratitude from the core of my heart to my honorable teacher and supervisor

of the internship program, Assistant Professor Ms. SadiaTangemDepartment of Business

Administration, University of Asia Pacific for her stimulating inspiration, proper guidance,

valuable criticism, sagacious advices and whole-hearted supervision to me in preparing this

report.

I am grateful to my host supervisor of the internship program MD. MahbuburRahman,

Principal Officer, BDBL Training Instituteand Mr.HiralalDebnath, Senior Principal

Officer, Bangladesh Development Bank limited for his cordial help and co-operation during

the internship program.

I am also grateful to all departmental heads and all other officials of various department of

BDBL for their co-operation, spontaneous help and cordial assistance in preparing of the report.

This report suffers from some shortcomings but I have tried my level best to bring about all the

facts in comprehensive manner.

Executive summary

This internship report based on three months long internship program that I had successfully

completed in Bangladesh Development Bank Ltd. under several departments as a requirement of

my BBA program on Department of Business Administration, University of Asia Pacific. As

being completely new to practical, corporate world setting, every hour spent in the various

departments gave me some amount of experience all the time all of which cannot be explained in

words. But nevertheless, they were all useful for my career.

This report describes about the Training and Development of BDBL. It includes the key features

of Training and Development of BDBL.

As being completely new to practical, corporate world setting, every hour spent in the various

departments gave me some amount of experience all the time all of which cannot be explained in

words. But nevertheless, they were all useful for my career.

I have worked in the Human Resource Division of BDBL with almost all the wings of HR like

Recruitment, Training & Development, Compensation, HR Administration etc.Although training

is a part of human resource development but in BDBL it is separate department and it relate to

HRMD. After recruiting a potential candidate the next important function of HRMD with the

help of training department is to orient the new entrant to the organization and providing him/her

with all the necessary knowledge about their duties and responsibilities. This is done to ensure

effective input from the employees into the organization thus, their most efficient level of

performance. To BDBL spending in training programs for employees is not an expense, but an

investment.

This report mainly focuses on the functions of training and development, process of training,

methods of training and techniques of development of BDBL.

With limited knowledge and experience I tried my best to make this report as much

understandable as possible and translated the real world experience into a document. So before

drawing any conclusion based on this report it may be noted that the report was prepared in a

very short time and there is lack in data. But still the report may be useful for designing any

further study to evaluate the Training &Development of BDBL.

Table of content

Chapter Topics Page number

Chapter 1 Introduction
1.1 Origin of the report 1
1.2 Background of the report 1
1.3 Objectives of the study 2
1.4 Scope of the report 3
1.5 Limitations of the study 3
Chapter 2 Overview of the company
2.1 Formation of BDBL Ltd. 4-5
2.2 Profile of BDBL 6-7
2.3 Vision statement 8
2.4 Mission statement 8
2.5 Values 9
2.6 Product and services of BDBL 9-11
2.7 Management of BDBL 11
2.8 Functions of BDBL 12
2.9 SWOT analysis 13-14
2.10 BCG matrix 14-15
2.11 Porters five forces analysis 16-18
Chapter 3 Methodology, findings and
discussion
3.1 Methodology of the study 19-20
3.2 Research type 19-20
3.3 Types of data used 19-20
3.4 Sources of data 20
3.5 Data analysis 20
3.6 Training and development of 21
BDBL Bank
3.7 Training objective of BDBL 22
3.8 Process of T&D of BDBL 22-25
3.9 Training methods of BDBL 26-29
3.10 Some courses on training and 29-31
development in BDBL
3.11 Development methods in 32-34
 BDBL
3.12 Major findings 34-35

Chapter 4 Recommendation and

conclusion
4.1 Recommendation 36
4.2 Conclusion 37
References and appendix 38-40

LIST OF FIGURES

Page No.

1. BCG Matrix 15

2. Porters five model 16

3. Organogram of BDBL 39

4. Pictures of training programs arranged by BDBL 40

Acronyms

BDBL Bangladesh Development Bank Limited

BIBM Bangladesh Institute of Bank Management

BBTA Bangladesh Bank Training Association

SME Small and Medium Enterprise

ISS Integrated Supervision System

CIB Credit Information Bureau

ATM Automated Teller Machine

CIRDAP Centre on Integrated Rural Development for

Asia and the Pacific

HRD Human Resource Department

Chapter 1: Introduction

1.1 Origin of the report

Internship program is a fundamental part of BBA Program and it plays an important role in the

practical working area. This program creates a unique opportunity for the students to apply their

theoretical knowledge into practice and gain valuable practical business experience. In this

connection, BDBL gave me an opportunity to complete the internship program there. As a part

of BBA course requirement, I was assigned to conduct my internship in this organization for a

period of three months .Here, my main concentration was Training & Development of

Bangladesh Development Bank Ltd. I have learned a lot about the organizational training

programs, which will be very helpful for me in the near future.

1.2 Background of the study:

Human resource is one of the important asset and part of the organization concerned with the

people dimension. The present day workforce is quite different from the conventional one and

this change is continuous. As jobs in todays dynamic organizations have become more complex

and challenging, the importance of employee training and development is increasing. Since, one

of the important activities of HR is training & development; I gave my best effort to identify the

overall procedure and policies of the Training & Development of BDBL. During preparation of

this report I have applied my theoretical knowledge in order to justify the outcome.

1
1.3 Objectives of the Study:

i) General Objective:

The general objective of this study is to analyze the Training & Development Programs

of Bangladesh Development Bank Ltd which is a part of my internship report.

ii) Specific Objectives: The following aspects can be listed as the specific objectives for this

practical orientation in BDBL:-

To identify the objectives of Training of BDBL.

To identify the need assessment process of Training & Development program of BDBL.

To know the BDBLs Training Program and the purpose of those training program.

To identify the evaluation process of training.

To identify the problems & recommend some measures to make it more effective.

2
1.4 Scope of the Study:

Training & Development is an essential element of every business if the value and potential of its

people is to be connected and grown. At present, organizations are faced with solid internal and

external competition for quality of employees. This study deals with the HR department of

BDBL, where Training & Development is a vital issue. It covers the Training & Development

Programs of BDBL. It mainly represents three different angles like- training needs, methods

used in Training & Development Programs and the evaluation process of its activities.

1.5 Limitations of the Study:

Analyzing the total Training & Development program of an organization is not an easy task.

During preparing of this report, I had to face some problems and limitations. First of all I did not

get enough time to study which is the base of preparing a report. To know about everything in

Training & Development, three months is quite little time to learn. For the confidentially

concern, access to some information was not available which was another limitation I have

faced.Data availability was another big issue because the organization was not willing to disclose

few confidential information regarding their strategies and policies.

3
Chapter 2: Overview of BDBL

2.1 Formation of BDBL:

Bangladesh Development Bank Ltd (BDBL), which was shaped up by a merger between

Bangladesh Shilpa Bank and Bangladesh ShilpaRinSangstha, will start its full-fledged operations

across the country from January 3, 2010.

For long, both the Bangladesh Shilpa Bank and Bangladesh ShilpaRinSangstha had been facing

crisis in their respective operations as a huge amount of loans disbursed by them remained

unrealized. Before the start of the banking operations, a vendor agreement will be signed

between the government and the BDBL as a legal compliance, established as a public limited

company, took over the undertaking and the business of statutory bodies namely Bangladesh

Shilpa Bank (BSB) and Bangladesh ShilpaRinSangstha (BSRS) with all their assets, benefits,

rights, powers, authorities, privileges, liabilities, personnel, borrowers and other obligation to

carry on with the same business. Additionally, it got the mandate to engage in commercial

banking. The authorized capital of the new bank is Tk 1,000 crore, while its paid-up capital is Tk

400 crore.

As a new commercial bank in regards to liability management, the bank will remain focused on

raising its core customer deposits by improving its deposit product-mix. In order to enhance its

delivery standards, the bank will pursue greater cost efficiency and staff productivity by

promoting proactive business practices.

4
In line with the Governments and Bangladesh Banks policy guideline, BDBL promoting a

dynamic SME sector as a priority basis for this regards an SME cell in each branch to advise and

assist interested entrepreneurs for setting up Small and Medium Enterprises and also a dedicated

desk in each branch for encouraging women entrepreneur for setting up industries.

Bangladesh Development Bank Limited, a development financial institution, provides financial

and technical assistance to private and public sector industries, and partnership and

proprietorship concerns. It offers long and medium term loans; working capital loans to

industrial units; equity support services; and commercial banking services, such as deposit

mobilization, forex business, letter of credit handling, and forex remittances, as well as issues

guarantees on behalf of borrowers for repayment of loans. The company also provides industrial

credit programmers, equity entrepreneurship fund programmers, share trading services,

incentive programmers for loan recovery, rehabilitation programmers, and deposit mobilization

programmers for lending and investment.

5
2.2 Profile of BDBL

1. Extent of Share Holding 100% Share owned by the Government of

Bangladesh

2. Name Bangladesh Development Bank Ltd. (BDBL)

3. Registered Office BDBL Bhaban, 8, Rajuk Avenue,

Dhaka-1000

4. Legal Status Public Limited Company

5. Date of Incorporation November 16, 2009

6. Authorized Capital Tk. 1000 crore

7. Paid-up Capital Tk. 400 crore

8. Face Value Per Share Tk. 100.00

9. Accounting Period January-December

10. Date of Business Commencement November 16, 2009

Certificate

11. Banking License Issued by Bangladesh November 19, 2009; issued by Bangladesh

Bank Bank

12. Date of Vendors Agreements Signed December 31, 2009; between the Government

of the Peoples Republic of Bangladesh and

Bangladesh Development Bank Ltd.

13. Line of Business All Banking Business including Capital Market

Operations

14. Domestic Network Numbers

6
 Number of Divisions of Head Office 11

Number of Departments in Head 30

Office

Number of Zonal Offices

38

Number of Branch Offices

852

Number of Human Resources

15. Membership of Stock Exchange Dhaka Stock Exchange Ltd.

BDBL Securities Ltd, 12, Karwan Bazar,

Dhaka.

16. Subsidiary Company BDBL Investment Services Ltd, 8, Rajuk

Avenue, Dhaka.

17. Corporate Tax Rate 42.50%

18.Auditors M/S ACNABIN & HODA VASI

CHOWDHURY &CO.

19.Credit Rating Agency Credit Rating Information & Services Limited

20. Website www.bdbl.com.bd

21.Swift Code BDDBBDDH

7
2.3 Vision Statement

To emerge as the countrys prime Financial Institution for supporting private sector industrial

and other projects of great significance to the countrys economic development. Also be active

participant in commercial banking by introducing new lines of product and providing excellent

services to the customers.

2.4 Mission statement

To be competitive with other Banks and Financial Institutions in rendering services.

To contribute to the countrys socio-economic development by identifying new and

profitable areas for investment.

To mobilize deposit for productive investment.

To expand branch network in commercially and geographically important places.

To maintain continuous improvement and up-gradation.

To adopt and adapt to new technology.

To maximize profit by strong, efficient and prudent financial performance.

To employ quality human resources and enhance their capability through motivation

and training.

8
2.5 Values

Customer focus: Provide smart, efficient, transparent customer service.

Social Responsibility: Practice corporate social responsibility.

2.6 Products& Services:

The bank is always committed to serve the clients with the best values and innovative products

and services to enrich its portfolio.

Development Baking:

It includes Industrial loan with emphasis on syndicated arrangement (Power & Energy,

Telecommunication, Fiber Optic Cable, etc.),Public-Private Partnership (PPP) project (Port

Development, Transport & Communication like Road, Water & Air Ways etc.),Small & Medium

Enterprise (SME like IT Industries i.e. development of Hardware & Software),Agro-based

ventures depending on indigenous raw materials (like Jute Twin/Yarn and other

Industries),Green Banking (Environment & Eco- Friendly industries like automatic brick kiln,

renewable energy, effluent treatment plant, etc.),Lease Financing, Real Estate business

(including housing loan).

9
 2) Commercial Banking Services & Solutions:

Deposit Banking:

Deposit banking includes Current Deposit, Saving Deposit, Short Term Deposit, Fixed

Deposit, Deposit Pension Scheme, and BDBL Students Savings Account.

Short Term Loans:

it includes Cash Credit, Secured, Over Draft (OD),and Retail Banking

Other Special Saving Deposits:

it includes 5-Year term BDBL SanchaySchemes (BDBLSS), 10-Year Term

ShikkhaSanchay Schemes (SSS), 10-Year Term ChikitshaSanchay Schemes (CSS),

Marriage Savings Scheme, Investment Scheme at Retirement (ISR), Monthly Income

Scheme (MIS), Double Benefit Scheme (DBS), Junior Savings Scheme (JSS).

10
 3) Foreign Trade Financing & Foreign Exchange Business:

Foreign Trade Financing: it includes Export Cash Credit, Packing Credit, Purchase of

Local & Foreign Documentary Bill, Payment Against Documents (PAD) etc.

Foreign Exchange Business:

It includes Local L/C, Import A/C, Export Bill Collection, Back to Back L/C, Foreign

Remittance , Foreign Exchange Buy & Sale.

Other Banking Services: Demand Draft and payment order Issue and Selling of Prize

Bond and Savings Certificates etc. are other banking services of BDBL.

2.7 Management of BDBL:

The overall policy formation and the general direction of banks operation are vested in a board

of directors appointed by the Government. This board of directors consists of eleven members

including the Chairman and the managing Director. The Managing Directors is the Chief

Executive Officer (CEO) of the bank. The General Manager assists the Managing Director in

conducting the overall business of the bank.

11
2.8 Functions of BDBL:

BDBL extends term loan facilities in local and foreign currencies to industrial projects (both new

and BMRE) in the private and public sectors. Besides bank also performs the following

activities:

Provides working capital loans to industrial projects.

Issues guarantees on behalf of the borrowers for repayment of the loan.

Extend commercial banking services along with deposit mobilizations.

Purchase and sales share/securities for BDBL and on behalf of customers as

member of Dhaka Stock Exchange (DSE) Ltd. & Chittagong Stock Exchange

(CSE) Ltd. for capital market development.

12
2.9 SWOT analysis of BDBL Bank:

SWOT analysis is an acronym for strengths, weaknesses, opportunities, and threatsand is a

structured planning method that evaluates those four elements of a project or business venture.

Strengths of BDBL

BDBL is unique in its nature having

both specialized and commercial One of the fundamental objectives of
operation it is regarded as a BDBL is to boost up small & medium
development bank as well as scale industries, which makes a special
commercial one. perception about the bank.

.
Skilled employeesand effective training
and development.
Govt. support and Encouragement.

Weaknesses of BDBL

Decision making process is lengthy.

Lack of promotional activities. Shortage of branches.
Less diversified product and services
MAN/Internet/on-line services in BDBL
line.
is not upgraded, many of their works
The salary of BDBL is not high enough
through manually.
related with other commercial bank
operating in Bangladesh.

13
Opportunities of BDBL

The economy of Bangladesh is

There are huge demand of micro-
expanding rapidly, so the need of bank
credit, small and medium scale finance
is growing up which is an opportunity
in the country.
for the bank.

Threats of BDBL

Growing competition due to new

private and foreign banksis a threat to
BDBL.

Due to government institution many of the banking decision of BDBL influenced by

politics.

2.10 BCG Matrix of BDBL:

BCG Matrix: The Boston Consulting Group (BCG) growth share matrix is a planning tool that

uses graphical representations of a companys products and services in an effort to help the

company decide what it should keep sell or invest more in. The BCG growth share matrix plots a

companys offerings in a four square matrix, with the y-axis representing rate of market growth

and the x-axis representing market share.

14
 STARS: star represents rapid growth and dominant market share. Market leading

products are star products. These products need a lot of investment in order to retain their

position. Deposit banking, short term loan, green banking etc. are the star products of

BDBL.

CASH COWS: cash cow faces less competitive pressure with a low growth market and

they usually enjoy dominant position that has been generated from economics of scale.

Savings deposit is the cash cow product of BDBL.

QUESTION MARKS: These products have high growth rate and low market share. In
BDBL Bank E-banking is becoming popular. But there are already had a market leader
like HSBCs E-banking.

DOGS: dogs always have low growth and low market share. These products are likely

making low or no profit. Marriage scheme is the dog product of BDBL.

15
2.11 Porter's Five Forces analysis:

Porter's Five Forces model, named after Michael E. Porter, identifies and analyzes five

competitive forces that shape every industry, and helps determine an industry's weaknesses and

strengths. These forces are given below in a figure:

16
Porter's Five Forces analysis:

Threat of new entrants to the market:

In recent days many new banks like: NRB Commercial Bank, NRB Bank, Union Bank, Meghna

Bank, South Bangla Agriculture and Commerce Bank etc. are entering in the bank industry with

new, developed and innovative products and services that can attract the customers. So that the

threat of new entrants to the market is high.

Bargaining power of buyers or customers:

Customers are the people who lend money from banks. They are the key power o to any

business organization because their payment for the product or service increases the

organizations profit. A bank receives more interest from the lenders than of giving to the

suppliers and difference of this interest rate is the income of a bank. In the banking

industry bargaining power of customer is not higher because of the strict rule of central

bank.

17
 Bargaining power of suppliers:

Suppliers are people who deposit money in bank .they are also called depositors. If the
depositors are not satisfied with the service and interest rate of bank then they have the choice to
move on into other more than 57banks. So the bargaining power of supplier can be high.

Threat of substitute products or services (high):

In recent times many substitute products are available in the market besides banking service and

these products are threats to the banks though they provide more benefits than of a bank. For

example through mobile banking we can transfer money to anywhere in the world within a very

short period of time. Easy loan schemes offered by non financial institution, investment in stock

market can be threatening substitutes for banks.

Rivalry among existing competitors:

Bangladesh has above 57 banks all over the country. Thenumber of banks is increasing day by

day in Bangladesh so the competition is also increasing with new product innovation,

productvariation, attractive promotional activities, and quality services etc.So that the rivalry

among existing competitors is high for the banking industry.

18
Chapter 3: Methodology, findings and discussions

3.1Methodology of the Study:

3.2Research Type:

This is a descriptive research. This report has been developed based on both primary and

secondary data.

3.3 Types of Data Used:

There are two types of data. They are:

Primary Data: It is a type of data, which is collected by the researcher directly by the

surveys, observation and experience.

Secondary Data: It is a type of data, which is collected and already been used before. In

a simple sense, secondary data is collected by the researcher from secondary sources.

3.4 Sources of Data:

Primary Sources:

A. face to face conversation

B. Through observation.

19
 Secondary Sources:

A. Training manual of BDBL.

B. Different Text Books.

C. Various Reports and articles related to study.

D. Web base support from internet.

3.5 Data Analysis:

Qualitative analysis has been followed in this research. For this research the following tools and

technique have been used. Such as- Microsoft Word and Microsoft Power Point.

20
3.6 Training and development of BDBL Bank Ltd.

Trainingis the formal and systemic modification of behavior through learning which occurs as a

result of education, instruction, development and planned experience. Development is any

learning activity which is directed towards future needs rather than present needs, and which is

concerned more with career growth than immediate performance.

The need for training & development is determined by the employees performance deficiency,

computed as follows:-

Training & Development Need= Standard Performance + Actual Performance

In the field of Human Resource Management, Training & Development is the field concern with

organizational activities which are aimed to bettering individual and group performance in

organizational settings. It has been known by many names in the field of HRM, such as

employee development, human resources development, learning and development etc. training is

really developing employees capacities through learning and practicing.

21
3.7Training Objectives of BDBL:

BDBL focuses on the goals of the training program from the very beginning because they

believe that training program should relate directly to the needs determined by the assessment

process outlined below. The training objectives of BDBL are:-

Building a more effective, efficient and highly motivated team which enhances the

organizations competitive position and improves employee morale.

Improving knowledge, skills, efficiency of employees to obtain maximum individual

development.

Reducing employee turnover and the cost.

Developing analytical and decision making skills of the Executives.

3.8Process of Training & Development of BDBL:

Bangladesh Development Bank Ltd. divides the entire training program into three categories.

Which are:-

Identifying Training Needs:

Training needs can be assessed by analyzing three major human resource areas, which BDBL

usually follow: Organization as a whole, the job characteristics and the needs of the individuals.

22
The main purpose of the needs assessment is to identify how to improve the quality of the

personnel that is recruited, oriented and trained.

A training needs assessment is a three-phase process. Decide how to complete each type of

analysis using these three phase.

(a) Gather Information: BDBL arranges different training program over the year. Here at first

the training need assessment is done. For this, they need to collect information about the

deficiency level of the employee (Executives, Operatives and Freshers). It gives the authority to

the HRD and then HRD collect the necessary information from different branch managers.

(b) Analyze Information: After gathering information, they analyze it, interpret it, and draw

conclusions from the information. It is appropriate or helpful if the trainers who independently

analyzes and interprets information. For this, BDBL gives proper attention in this stage.

(c) Develop a Training Plan: A training plan is detailed document that guides the planning and

delivery of instruction. After analyzing and interpreting information and offering conclusions,

the information becomes the basis for developing a training plan, which proposes how to resolve

the performance deficiency.

The training plans of BDBL are prepared by the BDBL Training Institute. For making the

training plan they consider the following aspects:-

Setting the particular training program that the employees needed.

Total number of trainee from different branches.

23
 Selection of the trainer in that particular subject area.

Total Investment in Training Program.

Setting the time schedule for the training program.

Defining the evaluation Procedures.

Development of training programs:

This stage establishes the development of current job description, standards and

procedures. Job description should be clear and concise. In BDBL once the job

description is completed then a complete list of standards and procedures is established

from each responsibility outlined in the job description and this standardizes the

necessary guidelines for any future training.

24
 Evaluation:

Evaluation phase is considered very critical because it measures the successes of the training

program and identifies opportunities to make improvements in future training. For this, BDBL

provides attention to make this stage more authentic, more accurate in order to gets desired

output. BDBL focuses in this stage because it identifies opportunities to improve the training

program. Evaluation therefore is typically a broader concept than assessment as it deals with all

aspects of a program including resources, staffing, organization, operations, efficiency and the

overall measurement of the learning that has been delivered. BDBL evaluates the training in

several times during the process. Employees are evaluate by comparing their newly acquired

skills with the skills defined by the goals of the training program

The process of Training Evaluation in BDBL is simply as follows:-

a) Before Training: The HRD assess the learners skills and knowledge before the training

program. During the start of training, candidates generally perceive it as a waste of resources

because most of the time candidates are unaware of the objectives and learning outcome of the

program.

b) During Training: It is the phase at which instruction is started. This phase usually consists of

short test as regular intervals.

c) After Training: It is the phase when learners skill and knowledge are assessed again to

measure the effectiveness of the training. This phase is designed to determine whether training

has had the desired effect at individual, department and organizational levels.

25
3.9Training Methods of BDBL:

Methods are the ways which employees are trained. Depending on situation and training

objectives, BDBL follows several methods of training. But, there are mainly two types of

training method that BDBL follows. They are:-

On-the-Job Training Method:

On-the-job training method is normally given by a senior employee or manager on the job site of

the bank. The employee is shown how to perform the job and is allowed to do it under trainers

supervision.

A. On-the Job Training Method for Operatives & Freshers in BDBL:

i) Orientation: orientation is the process that is used for welcoming a new employee into the

organization. BDBL has orientation in-house training program for the freshers to give them a

view of the bank and introduced them with the organization culture. They organizes general

orientation program for all new joiners and as well as the operatives covering topics on: -

General Banking System, Structure of BDBL, Policy, Disciplines, Manners, Communication,

Bookkeeping and Accounting.

26
ii) Job Rotation: It is called cross-training method. It involves moving an employee through a

series of jobs so that an employee can get a good feel for the tasks that are associated with

different jobs. BDBL suggests the operating employees to take advantage of learning from

various departments.

B. On-the-Job Training Method for Executives in BDBL:

i) Coaching: The executives and coach mutually determine the procedure of the coaching. The

procedure is followed by successive counseling and meeting at the executives convenience by

the coach. In BDBL, Executives also have mentors. In cases where the executives are new to the

organization, senior executives are assigned as a mentor to assist the new executives settled into

his role. This method allows the mentor to determine what is required to improve employees

performance. Once, the mentor identifies the problem, weakness and the area that needs to be

improved, the mentor can advise relevant training.

27
 Off-the-Job Training Method:

Generally, the employees of BDBL prefer off-the-job training method than on-the-job training

method. It includes:-

A. Off-the-Job Training Method for Operatives & Freshers in BDBL:

i) Conference or Discussion Method: In BDBL, discussion method is used for providing

sufficient knowledge to the operatives by discussion over a subject. Here by the discussion the

problem is identified and also solution is determined. Some of the courses, which were

conducted by the discussion methods in BDBL, are given below:-

Year Subject Trainer & Training Institute

2012 Foreign Exchange and Remittance BDBTI

2012 Anti Money Laundering BDBTI

2012 5C (Character, Capital, Capacity, Expert from the Head Office (In

Capability, Collateral, Human BDBTI)

Capacity etc.)

28
B. Off-the-Job Training Method for Executives in BDBL:

i) Lectures: The BDBL Training Institute usually provides the off-the-job training and also

determines where the training would take place. The classroom lectures presents training

material verbally and are used when the goal is present a great deal of material to many people. It

is more cost effective to lecture to a group than to train people individually. For this BDBL often

use this method to train up their existing Executives and also for the newly recruited executives.

ii) Counseling: The executives of BDBL are also trained through the counseling. It is very

familiar method, which is accepted by the top Executives. Here, the main focus of training is to

teach them through proper counseling by a well-equipped mentor.

3.10Some Courses of Training & Development in BDBL:

In a year, the BDBTI arranges their training program over quarterly. Whereby, in one year the

BDBTI arranges different training for the Executives, Operatives and Freshers around for four

times. These training are provided to the employees over the year, some of the aspects of training

program are given below:-

SL Training Courses Number of Training Institute

No. Participants

1 Foreign Exchange Transaction Reporting 14 Training institute, BDBL

2 Audit & Inspection in Bank 32 Training Institute, BDBL

3 SME credit Risk Management 01 BIBM

4 Credit Management & Working Capital 23 Training Institute, BDBL

Assessment

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5 Information Technology and 22 Training Institute

Computerized Branch Banking

6 Financial Analysis of Bankers 03 BIBM

7 Risk based Capital Adequacy for Banks 01 BBTA

According to BASEL-II

8 Risk Management for SME Banking 01 BBTA, Chittagong

9 Foreign Exchange & Foreign Trade 01 BIBM

10 Credit Appraisal & Management 01 BIBM

11 Foreign Exchange Treasury Operations 17 Training Institute, BDBL

12 Rationalized Input Template 15 Training Institute, BDBL

13 Corporate Governance in Bank 01 BIBM

14 SME Financing & Green Banking 23 Training Institute, BDBL

15 Core Risk Management in BDBL 22 Training Institute, BDBL

16 Other Courses 115 Training Institute, BDBL;

BIBM; Bangladesh Bank

and Different Institutions.

17 Foreign Exchange & International Trade 17 Training Institute, BDBL

Financing

18 Bangladesh Automated Cheque 28 Training Institute, BDBL

Processing System (BACPS) &

Bangladesh Electronic Fund Transfer

Network (BEFTN)

Seminar/Workshop

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1 Workshop on Integrated Supervision 44 Training Institute, BDBL

System (ISS) Reporting

2 Seminar on Large Loan Financing by 03 BIBM

Banks in Bangladesh: Implications &

Challenges

3 Seminar on Green Banking & 01 Bangladesh Bank

Environmental Risk Management

4 Seminar on Treasury Management, 01 CIRDAP

Practices & Automation

5 Workshop on CIB Business Rules & 02 BBTA

Online System

6 Seminar on ATM banking In 02 BIBM

Bangladesh: Current Status, Hindrance

and Remedies and Small Enterprise

Credit Scoring Model

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3.11Development Methods in BDBL:

For increasing the job knowledge, interpersonal skill and decision-making capability and for the

development of the Executives there are certain programs, which are arranged by BDBL:-

SL. Subject Purpose

No.

1 Credit Grading Ratio (CGR) To identify the risk involving in credit management.

2 Career Development Meeting To ensure the judgments and decision making.

3 Reading Assignments To develop the potentiality of job knowledge

4 Networking, Seminar To enhance the decision making capability and

Workshop and Symposium enhancing the conceptual skill

5 Job Rotation To gather job knowledge of different departments

6 Transaction Analysis To inducting the interpersonal skill

7 Basel-II To analyze the risk of the bank

8 Marketing in Bank Service To gather knowledge for enhancing the management

skill

9 Risk Analysis

i) Financial Risk For identifying the financial risk

ii) Business Risk For identifying the risk involving in the business

iii) Management Risk To identify the management risk

iv) Relationship Risk To identify the risk in the relationship with the

stakeholders

10 Business Planning To enhance decision making skill

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For the developments of the Executives, BDBL follows the following technique:

Decision Making Skill:

The executives often need to enhance the decision making capability to make the right decision

in different circumstances. For this the BDBLs HRD provide a deep insight into this skill. Some

techniques for enhancing the decision making skill are given below:

In Basket Method: In BDBL, there are different types of Letter, Telex, SWIFT, Fax,

Telegram has to be collected and made by the executives. According to this, different

note-memo also to be made. So, this method helps the executives to prepare the letter and

how effectively information is to be given or taken.

Case Study Method: Basically, case study is used for increasing the decision making

capability. In this method, some real or imaginary incidents are given to the executives.

Then they solve it and take the sensible decision.

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B. Conceptual Skill:

The conceptual skill is very much needed for the upper level executives to perform their task

very effectively. For this, in BDBL, different seminar, symposium, workshops are arranged for

enhancing the conceptual skill by gathering different knowledge and information in different

perspectives.

3.12Major Findings:

In order to remain competitive and to ensure excellent staff, companies need to ensure that the

training and development of all employees is an important tool. By developing the employees

(Operatives and freshers) and executives, BDBL can go ahead of the competition and excel in

what they want to do. While working in BDBL, I have gained a newer kind of experience. After

collecting and analysis of data, the following findings are listed. Which is given below:-

Before providing training and development facilities to the employees, BDBL measures

the deficiencies in performance level and skill.

BDBL provides concentration over both on On-the-job and Off-the-job training methods.

But, employees prefer off-the-job-training compare to on-the-job training method.

The employees of BDBL are satisfied with the training policies of their organization.

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 BDBL follows the need assessment of the training properly for identifying the employees

who required to be trained.

The employees of BDBL agree that training and development helps to improve

performance, skill and changing attitudes, behavior and imparting knowledge.

The evaluation process of training in BDBL is satisfactory that most of the operatives and

executives are satisfied with their existing evaluation program.

BDBL focuses on providing necessary training on various current issues for developing

the skills and knowledge over diversified field.

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4.1Recommendations:

It is really tough to give some recommendations. From my point of view, I have tried my best to

provide some recommendation about training and development programs of BDBL by talking

with employees personally. The following recommendations can be suggested:-

BDBL has to provide proper concentration on before and after training assessment by

an effective use of pre-post training performance method.

For identifying the deficiencies in performance level and skill before providing the

training program, BDBL has to be more conscious, because it is very much crucial to

find out the right employees in certain work areas, who needs to be trained.

Most of the employees and executives prefer off-the-job training method for

gathering various types of knowledge than on-the-job training. So, the HRD has to

focus on the choice of trainee in determining the methods of training.

The HRD of BDBL needs to be stricter in conducting the need assessment and has to

make it mandatory.

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4.2Conclusion:

Bangladesh Development Bank Ltd. a new bank created by merger of former Bangladesh Shilpa

Bank and Bangladesh ShilpaRinSangstha. Though it is new in name but it has a long origin since

1971 as forge partners in industrial financing. To keep pace with the motto, they provide proper

attention on every department including Human Resources Department and an important

function of this HR department is training and development, which is very much critical for

getting skill manpower in order to reach desired goal effectively and efficiently. BDBL always

keep in mind that by adopting a strategic approach to training and development rather than an

unplanned one, its initiatives become more targeted, measurable and effective.

One of the most important aspects of BDBL is managing people that lies in helping employees

by identifying which become more effective at their jobs and how can them able to adapt to that

job or another job. This requires a high level of co-operation between employees training and

development that BDBL always follow. With the help of training and development programs,

organization can improve its productivity and efficiency level to a highest position. Al though in

their need assessment phase there is some problems exist, which have to be removed. But despite

the problem, BDBL is trying to improve its condition and expand the skills of the employees and

executives in order to reach in their cherished vision.

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 References and Appendix

Bibliography

Text Books:

P. Nick Blanchard, James W. Thacker and V. Anand Rams Effective Training

(Systems, Strategies and Practices)

Gary DesslersHuman Resource Management- 12th Edition.

Annual Report:

BDBL Annual Report 2013.

BDBL Annual Report 2014.

Others:

Training Manual of BDBL.

Websites:

http://www.bdbl.com.bd

https://www.wikipedia.org

http://notekhata.com

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Training and development programs of BDBL Bank Ltd.

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