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Table of Contents

CHAPTER-ONE

INTRODUCTION............................................................................................................. 3

1.1 Introduction of the Report ......................................................................................... 3

1.2 Significance of the study: .......................................................................................... 4

1.3 Objective of the Study: .............................................................................................. 4

1.4 Methodology of the study: ........................................................................................ 5

1.5 Limitations of the Study: ........................................................................................... 6

CHAPTER-TWO

LITERATURE REVIEW ................................................................................................ 7

2.1 Literature Review ...................................................................................................... 7

2.2 Training: .................................................................................................................... 8

2.3 Development: ............................................................................................................ 8

2.4 Discussion of Training and development: ................................................................. 9

2.5 The Training Cycle.................................................................................................. 10

2.6 Training and Development ...................................................................................... 11

CHAPTER-THREE

HISTORICAL BACKGROUND ................................................................................... 12

3.1 Company Overview................................................................................................. 12

3.2 Mission and Vision statement of Bank Asia Ltd..................................................... 13

3.3 Hierarchy of Bank Asia Ltd .................................................................................... 14

3.4 Corporate Milestones .............................................................................................. 15

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CHAPTER-FOUR

EMPLOYEE TRAINING AND DEVELOPMENT AT BANK ASIA LTD ............. 17

4.1 Training Activities of Bank Asia Ltd .......................Error! Bookmark not defined.

4.2 Trainings that are offered from Bank Asia to its employees: ................................. 17

4.3 Methods of Employee Training that Bank Asia Ltd follows: ................................ 18

4.4 Employee overall Training records ......................................................................... 19

4.5 Training Model Followed by the Training Department of Bank Asia Ltd: ............ 21

CHAPTER-FIVE

ANALYSIS AND INTERPRETATIONS OF DATA ............................................. 22-32

CHAPTER- SIX

FINDINGS, RECOMMENDATION & CONCLUSION ............................................ 30

6.1 Major Findings: ....................................................................................................... 30

6.2 Recommendation ..................................................................................................... 32

6.3 Conclusion............................................................................................................... 33

REFERENCES ................................................................................................................ 34

APPENDIX ...................................................................................................................... 35

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CHAPTER-ONE

INTRODUCTION

1.1 Introduction of the Report


Training refers to a planned effort by a company to facilitate employee’s learning of jobs
related competencies. These competencies include knowledge, skills, or behaviors that
are critical for successful job performance.

The goal of training is for employees to master the knowledge, skill, and behaviors
emphasized in training programs and to apply them to their day to day activities. The
same goal is established by the HR of Bank Asia Ltd to develop the skills of its
employees, so that they can master in banking profession.

Bank Asia Ltd is one of the successful banks in Bangladesh which is executing its
banking business from 18 years successfully. The bank is equally successful with the
banking business and developing skillful banking professionals by implementing proper
HR practices being the pioneer of the other banks of Bangladesh. The bank put
tremendous efforts on their training department to train the employees best.

An effective training system of a Bank reflects effectiveness of an organized Human


Resource practice of that bank. Training is a continuous process for the employees of
Bank Asia Ltd and the development of the employees is the culture of the bank. To
support this statement Bank Asia Ltd has its own training institute to serve their
employees better with a closely monitored way. The training includes all the traditional,
modern trainings that are needed for the banking activities to carry on by the employees.
well-structured trainings are offered to the employees to ensure the highest development
of the employees those participates. The training also includes and modifies according to
the change of banking needs every day to cope up with the contemporary world.

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1.2 Significance of the study:
Visiting a Company like Bank Asia provides practical knowledge to the ongoing students
as we are going to participate in the management of different organizations. BBA degree
reveals not only read but also realizes the subjects deeply and knowledge have no value if
we can’t use it in practical life. The practical experience also helps learners to grow new
ideas and techniques. Through this report an individual can expect to have a good
knowledge and understanding on the Training and Development Activities Bank Asia

1.3 Objective of the Study:


The objectives of the study are as follows:

a. Broad Objective:

To know about the employee training and development process of the Bank Asia
Limited.

b. Specific Objectives:

Furthermore, the specific objectives of this report are

 To know the objective of the training and development of Bank Asia Limited.

 To identify the training method of Bank Asia Limited.

 To know the opinion of the employee regarding and development program of


Bank Asia Ltd.

 To identify the problems of training and development of Bank Asia Ltd.

 To suggest some possible recommendations to overcome the problem relating to


training and development of Bank Asia Ltd.

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1.4 Methodology of the study:
1.4.1 Research type:

It is a descriptive research, which briefly explains of the training and development


activities of Bank Asia Limited.

1.4.2 Sources of Data:

All the relevant data regarding this study are collected from two sources

1.4.2.1 Primary Sources:

 Interviewing with the Bank officials of Bank Asia Corporate Branch (Paltan).

 Through questionnaire survey.

 Official records and observing practical work.

 Face to face conversation with the officer

1.4.2.2 Secondary Sources:

 Annual report of Bank Asia

 Published Booklet of the Bank.

 Website of Bank Asia

 Various published documents.

1.4.3 Data collection procedure:

1.4.3.1 Primary data:

We have collected raw data through informal face to face conversation with the officers
also through questionnaire survey.

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1.4.3.2 Secondary data:

In order to collect the secondary data different related printed materials like annual report
of Bank Asia; its website etc. has been used. Moreover Library sources also have been
used as secondary source of collecting early mentioned data and information

Number of respondents: seventeen employees working at Bank Asia Ltd, Kalatia


branch, 10 of them are Male and 7 are female. Questionnaires were used to survey
employee feedback on the Bank Asia training and development activities.

1.5 Limitations of the Study:


The following limitations are apparent in the report:

 Time is the first limitation as the duration of the study was only 4 working days.

 Another limitation of the report of Bank policy is not disclosing some data and
information for obvious reason, which could be very much useful.

 It requires lot of assistance from all level officers and staff but as a bank the
officer was busy in doing their works.

 It was very difficult to collect data, which is very essential.

 Every organization has their own secrecy that is not revealed to others.

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CHAPTER-TWO

LITERATURE REVIEW

2.1 Literature Review


According to the Michel Armstrong, “Training is systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a given
task or job”.

According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills
of an employee for doing a particular job.” (Source: Personnel Management, McGraw
Hill; 6th Edition, 1984)

The term ‘training’ indicates the process involved in improving the aptitudes, skills and
abilities of the employees to perform specific jobs. Training helps in updating old talents
and developing new ones. ‘Successful candidates placed on the jobs need training to
perform their duties effectively’.

The principal objective of training is to make sure the availability of a skilled and willing
workforce to the organization. In addition to that, there are four other objectives:

 Individual Objectives – These objectives are helpful to employees in


achieving their personal goals, which in turn, enhances the individual
contribution to the organization.
 Organizational Objectives – Organizational objectives assists the
organization with its primary objective by bringing individual effectiveness.
 Functional Objectives – Functional objectives are maintaining the
department’s contribution at a level suitable to the organization’s needs.
 Social Objectives – Social objectives ensures that the organization is
ethically and socially responsible to the needs and challenges of the society.

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Further, the additional objectives are as follows:

 To prepare the employees both new and old to meet the present as well as the
changing requirements of the job and the organization.
 To prevent obsolescence.
 To impart the basic knowledge and skill in the new entrants that they need for
an intelligent performance of a definite job.
 To prepare the employees for higher level tasks.
 To assist the employees to function more effectively in their present positions
by exposing them to the latest concepts, information and techniques and
developing the skills they will need in their particular fields.
 To build up a second line of competent officers and prepare them to occupy
more responsible positions.
 To ensure smooth and efficient working of the departments. • To ensure
economical output of required quality.

2.2 Training:
Training usually involves educational or inspirational activities designed to improve
knowledge, skill, and performance at the individual level. Training basically refers to a
planned effort by a company to facilitate employees‟ learning of job related
competencies.

The competencies include knowledge skills, or behaviors that are critical for successful
job performance.

2.3 Development:
Development is a process by which the employees develop their skills, behaviors,
attitudes, actions, and other abilities with continuous trainings or learning, that are needed
to perform in an organization effectively and smoothly.

A successful development process delivers appropriate change in individual behavior,


attitudes, and activity directly related to organizational goals and measurable results.

Source: SKC Consulting private ltd.

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2.4 Discussion of Training and development:
The goal of training is for employees to master the knowledge, skill, and behaviors
emphasized in training programs and to apply them to their day-to-day activities.
Recently it has been acknowledged that to gain competitive advantage, training has to
involve more than just basic skill development.

Many companies have adopted this broader perspective, which is known as high leverage
training. High Leverage training is linked to strategic business goals and objectives, uses
an instructional design process to ensure that training is effective and compares or
benchmarks the company’s training programs against training programs in other
companies.

The ultimate objective of employee training and development is to create intellectual


capital who can contribute to the organizational development competing against the
market rivals.

Source: Employee Training and development, By Raymond A.


Noe. Source: http:// www.rphrm.curtin.edu.au

Figure : Training and development Process.

In organizations training and develop program works as a transforming process, by the


process new unskilled employees enters into the organization get proper training and they
develop themselves as skilled employees. A effective training and development program
can ensure motivation, commitment to the trained employees at the same time those

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motivated employees takes to lead to be competent in the market to server the
organization their best for the organizational development.

2.5 The Training Cycle


Which includes:

 Establishing the skill requirements and the subsequent training needs of the
workforce.
 The design of the most suitable events and most effective training methods for your
organization
 Delivery of the training with additional support for any open learning aspects

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2.6 Training and Development

Training for Individuals: Some training are designed only for the individuals, for
thosethe employees are individually responsible for their own development.

Training for teams: Trainings served for teams, when team performance is necessary.

Training for organizations: organizational training that may containing creating fair
andproductive organizational environment, developing knowledge sharing culture inside
the organization

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CHAPTER-THREE

HISTORICAL BACKGROUND

3.1 Company Overview


“For A Better Tomorrow” is the mission of Bank Asia Limited through a contemplation
of assuring „A professional term of Bankers is running the day-to-day operation of the
Bank‟.

Bank Asia Limited is a schedule Bank under private sector established under the ambit of
Bank Company Act, 1991 and incorporated as a Public Limited Company under
Companies Act, 1994 on September 28, 1999. The Bank started commercial banking
operations effective from November 27, 1999. It was the time when a rapid economic
development in the country concurrent with urbanization and life style change created
demands for new products and services.

Bank Asia Limited is one of the most successful banks among the third-generation
private banks. The bank has successfully entered its twelve year of operations. With
professional and dedicated team of management having long experience, commendable
knowledge and experience in conventional and modern banking, the bank has achieved
success among its peer group within a short span of time. Since its humble beginning in
1999, it set milestone by acquiring the business operations of the Bank of Nova Scotia of
Canada, first in the banking history of Bangladesh. It again repeated the performance by
acquiring the Bangladesh operations of Muslim Commercial Bank Limited (MCB), a
Pakistani Bank. This has added to the strength and courage of the bank. With all
recourses, the management of the bank family believes that the bank would be able to
encounter problems that may arise both at micro and macro-economic levels.

Within a short span of time Bank Asia has established itself as one of the first growing
local private banks. The bank operates with more than 51 branches almost everywhere in
Bangladesh and more branches are about to open this year. Bank Asia Limited operates
as a commercial bank in Bangladesh and internationally. It generates various deposit
products, including saving accounts, current accounts, short term deposits, fixed

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termdeposits, foreign currency accounts, and deposit pension scheme, as well as various
Islamic banking deposit products. The company also provides business banking products
consisting of term loans, overdrafts, demand loans, time loans, packing credit, letters of
credit, loans against trust receipt, loan syndication and structured finance, trade finance,
working capital finance, bill discounting, and letters of guarantee; and consumer loans
comprising auto loans, consumer durable loans, unsecured personal loans, house finance,
and loans for professionals. In addition, it offers money market services, including
overnight call, repo, swap, term placement, and reverse repo, as well as foreign exchange
market services, such as spot and forward transactions. Further, the company provides
ATM, remittance, locker, online banking, Internet banking, phone banking, mobile
banking, and SWIFT services, as well as engages in the brokerage operations. It operates
41 branches, 30 own ATM booths, and 33 shared ATM booths. The bank also operates
Islamic banking and off–shore baking units. Recently the bank has started capital market
operation through its brokerage house. Currently the bank has three brokerage branches.
The centralized HR system performs all the HR activities manually and digitally

3.2 Mission and Vision statement of Bank Asia Ltd


 Vision:

Bank Asia's vision is to have a poverty free Bangladesh in course of a generation in the
new millennium, reflecting the national dream. Our vision is to build a society where
human dignity and human rights receive the highest consideration along with reduction of
poverty.

 Mission:

 To assist in bringing high quality service to our customers and to participate in


the growth and expansion of our national economy.

 To set high standards of integrity and bring total satisfaction to our clients,
shareholders and employees.

 To become the most sought after bank in the country, rendering technology
driven innovative services by our dedicated team of professionals

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3.3 Hierarchy of Bank Asia Ltd

Figure: 1 Hierarchy of Bank Asia Ltd.

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3.4 Corporate Milestones

01. Certificate of Incorporation 28/09/1999

02. Certificate of Commencement of Business 28/09/1999

03. Banking License 06/10/1999

04. First Branch License 31/10/1999

05. Inauguration of Bank 27/11/1999

06. Only Bangladeshi bank to acquire operations of 02 2001 (Bank of Nova Scotia,
foreign banks namely: Bank of Nova Scotia, Canada Canada)
and Muslim Commercial Bank of Pakistan 2002 (Muslim Commercial
Bank of Pakistan)

07. Date of IPO subscription 23-24/09/2003

08. IPO over subscribed by: 56 times

09. Date of First Share Trading in Bourse 08/01/2004

Number of Shareholders and Shares (at the end of 10,868 (shareholders)


10.
2009) 21,448,125 shares

11. Date of First Subscription with CDBL 20/12/2005

12. Date of First Script-less Trading 30/01/2006

13. Commenced Operation of Off-Shore Banking 28/01/2008

14. Commenced Operation of Islami Banking 24/12/2008

15. Member, Dhaka Stock Exchange (DSE)

16. Commenced Operation of Capital Market Division 5/08/2009

17. Number of Promoters 22

18. Number of Directors 14

19. Number of Branches 73

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20. Number of SME Service Centres 10

21. Number of Agricultural/SME Branch 4

22. Number of Brokerage Branches 5

23. Number of Islamic Banking Wing 5

Own - 48, Shared-240 (Q-


24. Number of ATM booths
cash), Cash Link (125+)

25. Number of KIOSK 3

26. Number of employee till December, 2010 1240

27. Number of foreign correspondents (in 2010) 655

Cataract Operation - 885


Beneficiaries from Corporate Social Responsibility H.S. Scholarship - 215
28.
(CSR) Programs Comp. Learning Centres (25)
- 3000+ Students

Financial Information

29. Total deposits (as on 30/06/2016) Tk. 178,518.11 Million

30. Total advance (as on 30/06/2016) Tk. 164,021.51 Million

31. Export (Jan-16-Jun-16) Tk. 53,142.08 Million

32. Import (Jan-16-Jun-16) Tk. 78,298.62 Million

33. Remittance (Jan-16-Jun-16) Tk. 22,333.80 Million

34. Total Assets (as on 30/06/2016) Tk. 235,930.60 Million

AA2 - Long Term ST-2


35. Credit Rating Status
Short Term

36. Contribution to National Exchequer (2015) Tk. 3,900.55 Million

37. Statutory Reserve (as on 30/06/2016) Tk. 6,084.43 Million

38. Retained for investment and future (2015) Tk. 526.98 Million

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CHAPTER-FOUR

EMPLOYEE TRAINING AND DEVELOPMENT AT BANK ASIA LTD

4.1 Training Activities of Bank Asia Ltd


Bank Asia ltd always focuses great emphasis on training and development of its
employees. that‟s why Bank Asia has its own training institute with a dedicate HR people
who are arranging trainings for the employees of BAL. Bank Asia believes that only
employees must provide better service if they are trained well. The HR department wants
to ensure a dedicated team of well trained employees who can serve the customers as
well as the bank by their expertise. Different types of trainings are offered to the
employees according to the bank rule. Most of the trainings are regarding banking
activities and the trainings are well structured.

4.2 Trainings that are offered from Bank Asia to its employees:
 Foundation course
 General Banking
 Foreign trade payment & Finance.
 Credit Management
 SME Financing
 Islamic Banking and Finance
 Banking Laws and Regulations
 Anti-money laundering policies and implementation
 BASEL-II Implementation
 IT Securities and Information System in Bank
 Customer service Intelligence
 CIB reporting
 SBS I,II & III
 Credit Risk Grading
 Cash Management
 CRM Manual

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 UCPDC 600 SWIFT
 Prevention of Malpractices in Bank
 Presentation of Malpractices in Bank
 Retail Banking
 Treasury operation House keeping
 Workshop for problem and solving as per department requirement Detection,
Disposal of forged & mutilated notes
 Loans and advances reporting for submission to BB Internal control risk
Management
 Foreign exchange risk management Foreign exchange regulatory Act- 1947 Basic
Accounting Concept for Bankers Assets Liabilities Risk Management Training at
other institute.
 Other trainings including foreign training

4.3 Methods of Employee Training that Bank Asia Ltd follows:


Bank Asia Ltd follows both the on the job and off the job training methods for its
employees.

 On the job training:


Job Rotation: In Bank Asia Ltd employees move to various positions in the
organizationin an effort to expand their knowledge, skills, and abilities.

Assistant–To positions: Employees at Bank Asia Ltd with potential sometimes


workunder successful managers often in different departments of the banks; this helps the
assistant to get successful virtues from his superior. This helps a lot to get an informal but
most effective training.

Committee assignment: committee assignment can allow the employee to share decision
making, to learn by watching others and to investigate organizational problems. Bank
Asia Ltd arranges committee assignments for its employees and the bank allows its

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employees to express their best toward the organizational development by individual
potential.

 Off the job training:


Lecture course and seminar: Bank Asia Ltd arranges trainings for its employees atit‟s
own training institute. The trainers use lecture courses and seminar to train the
employees.

4.4 Employee overall Training records


Bank Asia Ltd always believes that IT has a great contribution in the activities of Human
Resource department. So the bank tries to keep the entire employee training related
information for proper recording reporting.

Bank Asia Ltd uses Orbits HRD solution developed by software giant Oracle to record all
the HR related activities of the banks. Both the employees and HR personnel can view
the training information according to their accessibility. Privileged HR managers or
administrators can add, delete, and modify training related data on the system.

All the trainings that HR department has designed for the employees are set in the system
and when which employee will get the training on what subject are also set in the system.
Employees get information regarding the training program they need to participate on
specific date. Orbits the HRD system developed by Oracle works as a complete Training
Matrix for Bank Asia Ltd.

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HRIS to track the employee training information

Figure Employee Master Maintenance (Training Information Form)

The system shows employees training according to the serial number, branch, designation
of the employees and types of training with course detail; it also shows the organizer
name with specific code. The training course duration, place of the training program,
training starting date and end date also shows in the system. All employees have the ID
and password to log on to the HRD system to view the training update of the individual.
Employees also get email from the HR department for any kind of training inquiry
regarding the HRD system.

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4.5 Training Model Followed by the Training Department of Bank Asia
Ltd:
Among the five training models the training department of Bank Asia Ltd follows
Faculty Model to deliver training to its employees.

Figure : Faculty training model

In Faculty model the training department is headed by a director with a staff of experts
who have specialized knowledge of particular topic or skill area. These experts develop,
administer and update training programs.

The HR department of BAL follows this model to train its employees. in this process the
trainers hired by BAL develops, administrates and update the training programs and serve
the training to the employees. in this model the it trainer are responsible for only it
trainings and banking trainers are responsible for banking trainings .

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4.6 Analysis and Interpretations of Data

DATA ANALYSIS
Number of Employee: We went to 17 employees of Bank Asia Ltd (Kalatia
Branch),where 10 of them are male and 7 of them are female.

Table 1
Number of Employees According to Gender

Gender No
Male 10
Female 7

Number of Employees According to


Gender

41%
Male
Female
59%

Analysis: From the above illustration we can clearly see that, 59% of the respondents
were male and 41% of the respondents were female.

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Table 2
SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES

TYPE NO. OF RESPONDENTS PERCENTAGE


ON JOB TRAINING 6 35%
OFF JOB TRAINING 9 53%
BOTH 2 12%
TOTAL 17 100%

Concept: On job and off job training both are important while training an employee.
Sometimes on job training becomes more effective for the employees because employees
get more experience and practical example from this training than off job trainings.

SHOWING TYPE OF TRAINING UNDERGONE BY


EMPLOYEES

12%
35%
ON JOB TRAINING
OFF JOB TRAINING
53%
BOTH

Analysis: from the above illustration we can see, the off job training figure is 53%, offjob
is 35 % and both is 12%. Bank Asia Ltd focuses on off job training mostly rather than on
job training.

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Table 3

SHOWING THE RESPONSE WHETHER THE TRAININGS MEETING


EXPECTATIONS

RESPONSE NO. OF RESPONDENTS PERCENTAGE


STRONGLY AGREE 4 24%
AGREE 13 76%
NEUTRAL 0
DISAGREE 0
STRONGLY DISAGREE 0
TOTAL 17 100%

Concept: Training must meet the expectation of the trainees; if the training doesn’t meet
the expectation of trainees then the full training is not worthwhile to the organization and
to the employees.

Showing the response whether the trainings


meeting expectations
0%
0% 0%

24%
STRONGLY AGREE
AGREE
NEUTRAL
76%
DISAGREE
STRONGLY DISAGREE

Analysis: as we can see from the above illustration, 76% employees marked the trainings
met their expectations and rest 24 % marked on agree, they also think the training met
their expectations.

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Table 4

ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM TRAINING

RESPONSE NO. OF RESPONDENTS PERCENTAGE


STRONGLY AGREE 12 71%
AGREE 5 29%
NEUTRAL 0
DISAGREE 0
STRONGLY DISAGREE 0
TOTAL 17 100%

Concept: Employees are expected to implement their learning got from the training intheir
practical work. If an employee become unable to apply his/her learning in the job, what
he/she got from the training then the ultimate benefit from the training is basically nothing.
An employee should be able to apply his knowledge in the job what he has learned from
the training to enrich his effectiveness toward the job.

ABILITY TO APPLY THE KNOWLEDGE LEARNED


FROM TRAINING
0% 0% 0%

STRONGLY AGREE
29%
AGREE
NEUTRAL
DISAGREE
71%
STRONGLY DISAGREE

Analysis: the illustration shows us that 71% employees strongly believe that they will be
able to apply the knowledge learned from the trainings and 29% agrees with the same
statement.

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Table 5
TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED AND
FOLLWED

RESPONSE NO. OF RESPONDENTS PERCENTAGE


STRONGLY AGREE
AGREE 9 53%
NEUTRAL 5 29%
DISAGREE 3 18%
STRONGLY DISAGREE 0
TOTAL 17 100%

Concept: To deliver a fruitful training to the employees, a trainer should ensure that the
training objective for each of the topic were identified and followed and the trainees must
support the trainer to do so. It needs both efforts to meet the objective and to identify the
objective of overall training.

Training objective for each topic was


identified and follwed
0%

18% STRONGLY AGREE


AGREE
53%
29% NEUTRAL
DISAGREE
STRONGLY DISAGREE

Analysis: From the above illustration we can see 9 employees among 17 employees
agree the training objective for each topic were identified and followed and 5 employees
neutral and 3 employees disagree with the statement.

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Table 6
The Training contents were organized and easy to follow

RESPONSE NO. OF RESPONDENTS PERCENTAGE


STRONGLY AGREE
AGREE 4 24%
NEUTRAL 10 5%
DISAGREE 3 18%
STRONGLY DISAGREE 0
TOTAL 17 100%

Concept: To make the training more easy and communicative, the training content must
be easy, organized and more structured. Trainees could not concentrate and the training
will not become effective, if the trainees cannot follow the training contents easily and
get stuck with the unorganized training material content.

The Training contents were organized and easy


to follow
0%

18%
23% STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
59%

Analysis: From the above illustration we can see The 24% employees agree that the
training content were organized and easy to follow, while 58% remain neutral and 18%
disagrees with the statement.

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Table 7
THE MATERIAL DISTRIBUTED WAS PERTINENT AND USEFUL

RESPONSE NO. OF RESPONDENTS PERCENTAGE


STRONGLY AGREE
AGREE 5 29%
NEUTRAL 12 71%
DISAGREE
STRONGLY DISAGREE
TOTAL 17 100%

Concept: The training material enables the trainees to understand the training easily.
Trainees can take idea or can make themselves correct with the help of those materials.
The training materials should be easy and useful to the trainees to they can understand the
topics easily.

The material distributed was


pertinent and useful

STRONGLY AGREE
29%
AGREE
NEUTRAL
DISAGREE
71%
STRONGLY DISAGREE

Analysis: As we see from the above illustration 71% employees thinks that the training
materials were useful and pertinent and 29% employees strongly agrees that the materials
were useful to them. The answer is positive regarding the training program.

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Table 8
THE TRAINERS WERE KNOWLEDGEABLE

RESPONSE NO. OF RESPONDENTS PERCENTAGE


STRONGLY AGREE
AGREE 12 71%
NEUTRAL 5 29%
DISAGREE
STRONGLY DISAGREE 0
TOTAL 17 100%

Concept: Training is delivered by the trainer; in this sense the trainer must be
knowledgeable to serve the knowledge. If the trainer is not knowledgeable then the
trainees cannot get good training from the training program. The transfer of knowledge
from trainer to trainee becomes impossible. To conduct a good and effective training the
must be knowledgeable.

The Trainers were Knowledgeable


14
12
10
8
6
4
2
71% 29%
0
STRONGLY AGREE NEUTRAL DISAGREE STRONGLY
AGREE DISAGREE

Analysis: From the above illustration we can see 12 employees agree that the trainer was
knowledgeable and 5 employees remain in neutral answer.

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CHAPTER- Five

FINDINGS, RECOMMENDATION &CONCLUSION

5.1 Major Findings:


 Training meeting expectation of the employees: From the analysis of the
datawe can say the training that Bank Asia Ltd organizes for its employees are
meeting their expectation.
 The training objectives are clear to the employees: The training objectives
arefully clear to the employees; the employees know why they are having the
trainings and how the trainings will help them in their work.
 The training materials were useful and pertinent: All the employees
believethat the training materials were useful and those were relevant to the
specific training.
 Time distribution was better for the training programs: Employees agrees
thatthe time sliced for each training course was better and they enjoyed plenty
of time to understand the training topics in the class room.
 The trainers were knowledgeable: From the employees response it is seen
thatthe trainers were knowledgeable to operate the training operation to the
trainees.
 The class participation and interaction were not that much
encouraged:employees think the trainers do no encourage themselves to
participate in theclass and to do interaction regarding the training topics.
 Employees are optimistic to transfer the learning knowledge to the work:
employees think that they will be able to apply their knowledge that they have
learned from the training in their work.
 Training at outside institution are very useful: employees believes
thattraining at outside institution (BIBM) are very helpful than in house
trainings.
 Training materials are detailed: all the training materials are huge and
elaboratethese materials helps the employees afterwards in desk works.
 Training time need to be expanded for some trainings: some employees

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thinksthat training time need to be expanded for some specific training.

 Overall training quality was Good: All the employees think that the
overallquality of the training was good but they expect the trainings to be
better.
 Employees are aware about their trainings: From the questionnaire survey
Ihave found out that, all the employees are aware about the training programs
and the implementation of the knowledge they get from the training.
 Employees only get banking trainings, and lack other trainings:
Employees atBank Asia Ltd only get trainings bout the traditional Banking
trainings, some other trainings like managerial trainings, interpersonal
trainings, English language trainings are absent.

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5.2 Recommendation
 Bank Asia should arrange other trainings (managerial trainings, English
speaking/reading/writing training, quick customer service trainings, etc) rather than
only traditional banking trainings for its employees.
 Training time for specific trainings need to be expanded.
 Bank Asia Ltd should arrange on job training rather than off job training.
Bank Asia Ltd needs to hire more skillful trainer to deliver the training.
 Employees should get comprehensive training on operating and maintaining the
software STELAR.
 No need analysis is done for the employee before training; Bank Asia should
implement need analysis for its employees.
 The HR department should find out why employees think out side institution trainings
are more useful than in house trainings.
 Bank Asia Ltd HR department should take ideas regarding designing the training
session from the employees based on their experience.
 The ROI – The return on investment made towards training and development activity
need to be measured. Employee has to be aware about the cost invested by company
indirectly and they will be motivated to get the desired result output.

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5.3 Conclusion
Lots of new commercial banks have been established in last few years and these banks have
made this sector very competitive. Bank Asia Ltd. setting new standards in the banking
sector in the time of turbulent economic conditions. From the very inception it plays a vital
role in the national economy. To keep pace with the motto, they provide proper attention on
every department including the Human Resources Department and an important function of
this HR Department is Training and Development. Banking sectors no more depends on a
traditional method of banking. In this competitive world, this sector has trenched its wings
wide enough to cover any kind of financial service anywhere in this world.

This report has tried to present the HR practices in Bank Asia Ltd. in comparison to its
closest competitor in the same industry. From the analysis we found the Training and
Development system is a very satisfactory one. In the time of our inspection, we got the
support as per our demand for attaining this knowledge and to get proper information about
our topic that is Training and Development program of Bank Asia Ltd.

From the phase of need assessment to evaluation of training, Bank Asia Ltd. tries to provide
proper attention to enrich their employee’s skill for reaching in their desired goal. With the
help of training and development programs, organization can improve its productivity and
efficiency level to an utmost position.

Despite few of problems in training and development section in Bank Asia Ltd. It is
improving its employee and executive skill to reach the summit.

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REFERENCES
Contact persons:

1. Md. Delowar Hossain Sidy, AVP, Bank Asia.

Annual Reports:

1. Annual report of Bank Asia, 2016

Websites:

1. www.bank asia.com
2. www.humanresourcemanagement.com
3. Smallbusiness.chron.com.
4. http://smallbusiness.chron.com/hrm-strategies-59260.html
5. http://s-h-r-m.blogspot.com/2010/07/hr-strategies.html
6. http://www.investopedia.com/terms/h/human-resource-planning.asp
7. https://www.boundless.com/management/textbooks/boundless-management-
textbook/human-resource-management-7/core-functions-of-human-resource-
management-58/employee-orientation-290-5696/
8. http://www.humanresourcesiq.com/hr-talent-management/articles/five-steps-to-
successful-employee-orientation-in-a 32
9. http://www.hrwale.com/performance-management/performance-appraisal-methods/
10. https://www.jjkeller.com/wcsstore/CVCatalogAssetStore/samples/infopros/hr-
recordkeeping.pdf
11. http://www.businessdictionary.com/definition/research-methodology.html

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APPENDIX
Questionnaire
This questionnaire is designed for the purpose of doing a research on ‘Training and
Development Process of Bank Asia Limited’. This is purely an academic research and as a
result, the information in the questionnaire will only be used for academic purposes. Thank
you in advance for your cooperation.

Tick your answer choice unless stated otherwise:

Section-A: Demographic Profile

Name:

Designation:

Cell Number:

1. Gender

A) Male B) Female

Section B: Training and development practices


2. What kind of training have you been undergone :

A) On Job Training B) On Job Training C) Both

3.Did the Training met your expectation?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

4.Did your ability to apply knowledge learned from training increased ?


A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly
Disagree.

5. Did the training objective for each topic identified and followed ?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

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6. Were the training contents organized and easy to follow ?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

7. Was the material distributed pertinent and useful ?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

8. Were the trainers knowledgeable ?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

9. Were the quality of the instruction good ?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

10. Did the trainers met the training objectives ?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

11. Were class participation and interaction encouraged ?

A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly


Disagree.

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