A case study On

Training & Development Process in Consumer Banking of Standard Chartered Bank

1.0 INTRODUCTION
About Standard Chartered Bank
Standard Chartered Bank is one of the top Multinational Banks in Bangladesh. Through its strong brand image company make it has been able to provide innovative services to the consumers of a developing country such as Bangladesh. The bank offers a huge range of products and services to its customers, which has contributed to the overall reputation and success of the bank. The bank increasingly invested in people, technology and premises as its business grew in relation to the country's thriving economy. At present the bank has 25 offices in Dhaka Chittagong and Sylhet, including the country's only offshore banking unit inside the Dhaka Export Processing Zone at Savar. The banks strength to build business opportunities for corporate and institutional clients at home and abroad. Continuous upgrading of technology and control systems has enabled the bank to offer new services, which include unique ATMs and Phone banking. Standard Chartered services in Bangladesh, ranges from Personal & Corporate Banking to Institutional Banking, Treasury and Custodial services. In order to provide best services the bank is very much concerned about the employees, because good employees can ensure good services. And for that every bank needs to establish good HR practice.

Present Situation of Standard Chartered Bank:

At present Standard Chartered Bank has covered:-

A network of over 500 offices in 56 countries. A staff of about 30,000 people managing assets of around 5120,280 million. Standard Chartered Banks international business in Personal Banking, Corporate
Banking and Standard Chartered Markets are its special strengths.

 Standard Chartered Bank also maintains correspondents relationship with over 600
banks in 157 countries around the world.

It has 26 branches and 50 ATM booth in Bangladesh

CONSUMER BANKING Generally Standard Chartered Bank has three product streams: 1) Consumer Banking, 2) Wholesale Banking and 3) Financial Markets Among these product stream, Consumer banking is the one with the most variety of products and longer value chain. Consumer Banking consists of three major functional areas: 1. Credit Cards (unsecured lending) 2. Auto & Mortgage (secured lending) 3. Small and Medium Enterprise (SME)

The Credit card section consists of credit cards (CC), personal loan (PL) and the Consumer Transaction Banking (CTB) also known as the wealth management. Customer has to submit their Income Document for getting their credit card (credit limit given after the income document assessed) or personal loan, the reason why it is classified as unsecured lending. The Auto and Mortgage consists of the Auto and the Mortgage loan which is provided to the customers to buy the cars (in case of auto) and home loan. (in case of Mortgage). Standard Chartered Bank is also offering Credit Card to the Auto and Mortgage customers who dont have to submit their Income Document as they have already submitted their document before taking loan, the reason why it is classified as secured lending. Small and Medium Enterprises provide loans to buy or build factory industry, shop etc. in small or medium scale. 3

Credit card is one of the most popular products in Consume Banking of Standard Chartered Bank. Purchasing goods became really comfortable when there is credit card in the pocket and also because of credit card, we can avoid the hassle of carrying large amount of money in the pocket, the reason why credit card is special and popular. There are mainly three types of credit cards in two forms. The two forms are: Master Card Visa Card

The three types of credit cards are: 1. Silver 2. Gold 3. Platinum The limit of Silver Card is from 10,000 Taka to 90,000 Taka The limit of Gold Card is from 100,000 Taka to 290,000 Taka The limit of Platinum Card is from 300,000 Taka to 450,000 Taka So with these credit cards we can carry thousands, lakhs of Taka easily avoiding the hassle of carrying hard cash clearly defines its usefulness and reason for its popularity

STANDARD CHARTERED BANK PRODUCT STREAM

(Product Stream of Consumer Banking shown in Detail)

Standard Chartered Bank Product Stream

Consumer Banking

Wholesale Banking

Financial Markets

Credit Card

Personal Loan

Consumer Transactio n Banking

Small and Medium Enterprise

Auto Loan

Mortgage Loan

Unsecured Lending & Consumer Transaction Banking Org Chart (in Consumer Banking)

Ahsan Afzal Ahsan Afzal GM, Unsecured Lending GM, Unsecured Lending && CTB CTB Syed Minhaj Syed Minhaj Ahmed Ahmed Senior Manager Senior Manager -CB Finance -CB Finance Gitanka Datta Gitanka DD Datta Gitanka Dutta Gitanka Dutta Head CB Head - - CB Marketing Marketing && Alliances Alliances Md. Mahfuzur Md. Mahfuzur Rahman Rahman Senior Manager Senior Manager - Alliance Alliance Riyadh Ferdous Riyadh Ferdous Assistant Manager Assistant Manager -Marketing Support Marketing Support Tawfique Imam Tawfique Imam Business Manager Business Manager -PL PL Suman Kumar Suman Kumar Saha Saha Assistant Assistant Manager,MIS Manager,MIS UL & CTB UL & CTB Nazmur Rahim Nazmur Rahim HeadPortfolio, HeadPortfolio, Cards CTB Cards && CTB

Syed Sanowarul Hoque CB BORM

Mahiul Islam Mahiul Islam HeadProduct, HeadProduct, Unsecured CTB Unsecured && CTB

Farzana Mayesha Tarique Hyder Farzana Mayesha Tarique Hyder Head Risk, Business Manager Head Risk, Business Manager Unsecured Lending -Payroll Unsecured Lending -Payroll && CTB CTB Navia Novaly Navia Novaly Nipa Nipa Management Management Trainee Trainee Durreen Fatema Durreen Fatema Quayyum Quayyum Assistant Manager Assistant Manager -Payroll Payroll Ibnul Wara Ibnul Wara International International Graduate Graduate

Mohammad Mohammad Naser Kazi Mahfuz M Naser Kazi Mahfuz M Chowdhury Rahman Chowdhury Rahman Assistant Manager Senior Manager Assistant Manager Senior Manager -PL Product -PL Product Sarah Anam Sarah Anam Assistant Manager Assistant Manager Product Product A. B. M Wasi A. B. M Wasi Uddin Uddin Asst. Manager Asst. Manager Product Product

Tahsin Taher Tahsin Taher Manager Manager - Retention Retention && Balance Build Balance Build Debasish Sarker Debasish Sarker Manager Manager - Retention Retention && Balance Build Balance Build Nusrat Jabeen Nusrat Jabeen OfficerOfficerCross- sales &Tail Cross- sales &Tail Management Management

Lubna Hossain Lubna Hossain International International Graduate Graduate

Reason behind choosing SCB

Training and Development process is an essential part of banks and for any organizations all over the world. Training and Development process is used in a bank to increase the performance and efficiency of the individuals and the bank as a whole. Standard Chartered Bank is one of the leading multinational banks well established in Bangladesh. Their training and development program is very much well designed and organized. So to know how a multinational company provides training to its employees to make them more productive, we choose Standard Chartered Bank.

2.0 Objective the Study

Primary Objective The broad objective of the study is to identify how the Standard Chartered Bank is implementing their Training & development process in Consumer Banking to establish best policy to do business & broad description and analysis of the overall Training and Development process in Consumer Banking of Standard Chartered Bank (SCB). Secondary Objective To know about the overall banking activity of Standard Chartered. To understand the training and development process of Standard Chartered Bank. Identify the current training and development plan for Standard Chartered Bank. To find out the variety of the training and development used on the people with different level. To get an overall idea about the performance of Standard Chartered Bank. How they are checking the feedback of training (whether training effective not) To suggest necessary measures for the development of the bank 7

3.0 Scope of the Study

The report contains a broad description and analysis of the overall Training and Development process in Consumer Banking of Standard Chartered Bank (SCB). As Training and Development, process is an indispensable part of banks and in fact for any organizations all over the world. Training and Development process is used in a bank to increase the performance and efficiency of the individuals and the bank as a whole. Readers will find useful information about the overall Training and Development process of Standard Chartered Bank which may be a vital learning regarding the Training and Development issues in Consumer Banking.

4.0 Methodology
Major part of data was collected through the secondary resource. It was not easy to collect primary data because the bank personnels were very busy and we had wait for long time to get a data from them. The secondary and primary resources are: a) The primary sources of data and information: Observation Discussion with officials of Standard Chartered Bank b) The secondary sources of data are as follows: Annual report of the Standard Chartered Bank. Web site of Standard Chartered Bank HRM books and Periodicals. Internet, Newspapers and magazines.

5.0 Limitation of the Study

Some parts of the data used in the report are given on an approximate basis due to banks tendency towards confidentiality. It also served as a major limitation. Lack of required information, which is the main obstacle we faced to prepare this report. Difficult to collect the necessary information (sometimes difficult to realize the actual required information) Time is always a constraint to prepare this report. Lacking of practical skills Having a lacking in required knowledge about different situational requirement. Another reason of insufficient information in this study is lack of information as the employees were busy.

TOPIC ANALYSIS & DISCUSSION

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6.0 The Organizational Structure of S.C.B Bangladesh

The bank is divided into several divisions and business units, which are also further sub-divided. The divisions are mainly based on some service lines designed for and provided to targeted customers, other divisions and units are there to support the business activities of the major service based divisions. The organogram of Standard Chartered Bank in Bangladesh is given below followed by a detailed discussion on the list of the divisions.
(Bangladesh) Figure1 The organization structure of Standard Chartered Bank as a whole CEO

Head of corporate And institutional banking

Head of consumer banking

Head of corporate and external affairs

Head of IT

Head of Treasury

Head of Legal and Compliance

Head of Human Resource

Unit Head

Unit Head

Unit Head

Unit Head

Unit Head

Unit Head

Unit Head

Senior Managers

Senior Managers

Senior Managers

Senior Managers

Senior Managers

Senior Managers

Senior Managers

Managers

Managers

Managers

Managers

Managers

Managers

Managers

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Assistant managers and officers Assistant managers and officers Assistant managers and officers Assistant managers and officers Assistant managers and officers Assistant managers and officers Assistant managers and officers

The structure of Standard Chartered Bank involves quite a lot of hierarchy. Starting from the bottom of the hierarchy, this is how information is communicated through the hierarchical ladder Assistant managers and officers such as cash officers, personal financial consultants, credit card officers, front desk officers and sales executives have to report to the managers which include the customer relations manager, sales team manager, product manager and the cash manager. These managers in turn have to report to the senior managers which includes the Branch Sales and Service Manager (BSSM). Each of these Branch Sales and Service Managers has to report to their respective unit heads. The unit heads have to report to the heads of each department which include the following departments: Corporate and Institutional Banking Consumer Banking Corporate and External Affairs Information Technology Treasury Legal and Compliance Human Resource

The head of each of these departments finally report to the CEO of Standard Chartered Bank, Bangladesh. Standard Chartered Bank believes that efficient human resource is the key to success. A timely qualitative contribution of the human resource can increase the competitive performance of the organization. Therefore, Standard Chartered Bank put emphasis on the improvement of the human resources through training and development. Selecting the pool of potential employee and provide them necessary training is one of the main concerns of the 12

Human Resource Department of the organization. Standard Chartered Bank always tries to recruit the high caliber youth who are energetic and risk taker along with outgoing and friendly attitude. Standard Chartered Bank selects those candidates who have the good educational background. The contribution of the quality training and high potential targeted human resource should be turn to be the source of power of the organization.

The overall policy of the Human Resource Department of Standard Chartered Bank:

Build up effective and efficient human resource through training. Selecting the appropriate candidate who fit the culture. Retain the talented employee within the organization. Create such an atmosphere so that employee can contribute fully. Motivate the employees so that they can give their best effort, another method of retaining the talented and efficient employees. Train the employees and develop the employees for the future job. Build smooth career for the brilliant employee to retain them. Maintain the efficient human resource inventory. Provide sufficient feedback of the employee for their effort. Provide attractive Incentive package both monetary and non-monetary for brilliant effort as well as to layoff those who do not fit the culture and norm, also those who are unable to perform according to the requirement.

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7.0 TRAINING & DEVELOPMENT

7.1 Meaning and Definition of the Training & Development
Training and development is any attempt is to improve current or future employee performance by increasing an employee's ability to perform through, usually by changing the employee's attitude or increasing his or her skills and knowledge. Training refers to improvement in required skills and knowledge of the employees in short run. Example: Training given to improve skills in order to improve skills for making outbound calls Development refers to improvement in required skills and knowledge of the employees in long run. Example: Training given to develop an employee and make him an International Graduate (I.G. which is a Band-7 post) from Management Trainee (M.T which is a Band-8 post)

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Education is the process of increasing the level of knowledge and understanding. Therefore, training is the "know-how" and education in the "know-why". Essentially, organizations are concerned with increasing the knowhow of the employees. Thus, employee training is what companies are mostly concerned with.

7.2 Training as a Process in Consumer Banking

Training has most emphasis to achieve the organizational objectives.

Pre- Training Training Post Training

FIG: 2. THE BASIC TRAINING PROCESS IN CONSUMER BANKING.

Pre-training: This is before training stage, where reason for training and types of training are determined.

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Training: As stated earlier, is the process to increase the attitudes skills, and abilities of the employees to perform specific jobs. Post training: This stage contains the evaluation of the training. It shows whether the training is effective or not

7.3 Training as a System in Consumer Banking

A training system in Consumer Banking may be defined as a rational arrangement of inputs, technology, people, materials, events and process designed to extract behavioral outputs, which produce further social or economical output, increasing organizational effectiveness. Training system receives a person as raw mat, a person having actual or potential deficiency in the job performance and process to modify behavior to match that has been specified in the training objectives. This is done under defined rating conditions and constrains. Feedback is from the trained person to refine the system. The process consists of several factors such as trainer, subject matter, training techniques and aids, physical features, time and money including operating conditions and constrains.

7.4 The Reasons for Employee Training and Development in Consumer Banking
Training and development can be initiated for a variety of reasons for an employee as well as the group of employees: When a performance appraisal indicates performance is not up to the mark then there is a need for training. Helps people to identify with the goals Improve relationship between boss and subordinate. Helps to prepare guidelines for different types of work. Provides information for future needs in all areas of the organization Helps individuals in making better decisions effectively increasing the problem solving abilities. 16

To eliminates fear in attempting new works.

8.0 TRAINING DESIGN IN CONSUMER BANKING OF STANDARD CHARTERED BANK

8.1 Training in Consumer Banking of Standard Chartered Bank

The training in Consumer Banking and in fact to all department of Standard Chartered Bank is given by its human resource department. There is no specific topic that training is given on a routine basis. It varies from time to time and according to the need of the bank. Here are some training courses that are given to employees in Consumer Banking and other department: English communication. Computer skills. Written for professionals, Stress management. Time management. Basic accounting. Decision making process. 17

 Problem solving process. Job related technical training. Leadership, Personal management. Company rules and procedures. Interpersonal communication. Team work, Common goal Office management, Service quality Major investment decision criteria.

8.2 Level and Form of Training in Consumer Banking of Standard Chartered Bank
The human resource department of Standard Chartered Bank provides its training to its potential top-level personnel (Directors and Managing Directors) and each of the mid-Level executives based on their needs and organizational demand.

There are two forms of training that is provided by the human resource department of Standard Chartered Bank to its personnel based on the necessities: Internal Training: In case of internal training, training is given within the Standard Chartered Bank. There is a hall room in the corporate office in which internal training is provided to the employees using its own facilities and logistic support. Sometimes guest lecturers are hired from out side institutes to provide training if required. External Training: Based on the necessity and demand, sometimes Training is provided to the employees from various training centers out side of the organization. Standard 18

Chartered Bank used to send their people to take training from different institute and many others reputed training centers, also outside the country (such as the employee who are working as an International Graduate in Consumer Banking Division)

8.3 Pre-training
From the name, it is easy to determine that all the activities that are carried out before the training process is known as pre-training.

8.3.1 Steps of Pre- Training in Consumer Banking of Standard Chartered Bank:

The pre-training stage can therefore be broken down into the following number of steps to be carried out successfully:

8.3.1.1. Conducting Needs Assessment: First stage of training instruction design process of any kinds of organization is to conduct the needs assessment and Standard Chartered Bank is no exception. The needs assessment helps to determine whether training is necessary or not. A) Person Analysis:

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Person analysis helps the HR manager of Standard Chartered Bank. to identify whether training is appropriate and which employees needs training. In certain situations, such as the introduction of a new technology or service, all employees may need training.

Job Description

Job Specification

Performance Appraisal

FIG: Person Analysis Process.

B) Task Analysis: Task analysis results in a description of work activities, including tasks performed by the employee and the knowledge, skills and abilities required to successfully complete the task. Task analysis in Consumer Banking of Standard Chartered Bank involves the following activities: Selecting the jobs that needs to be analyzed and developing a preliminary list of tasks performed on the job by interviewing and observing expert employees and their managers and talking with those who have performed a task analysis. Verifying the importance of the tasks for the job through task inventories or expert committees composed of managers, employees, and other persons. Identifying the knowledge, skills or abilities necessary to successfully perform each task using interviews and questionnaires

8.3.1.2 Ensuring Employee's Readiness for Training: 20

After the need for training has determined, it is necessary to evaluate whether employees are ready to learn or not. Standard Chartered Bank in Consumer Banking uses the following processes to ensure the employee's readiness for training: Motivation to Learn: Motivation to learn is the desire of the trainee to learn the content of the training program which is related to knowledge gain, behavior change or skills acquisition in training programs. Managers need to ensure that employee's motivation to learn is as high as possible through:

i.

Self-efficiency: Self-efficiency is the employee's belief that they can successfully learn the content of training program. Managers can increase employees self efficiency level by o Providing as much information as possible about the training program , o Purpose of training prior to the actual training and showing employees the training success of their peers who are now in similar jobs and o Providing employees with feedback that learning is under their control and they have the ability and the responsibility to overcome any learning difficulties they experience in the program.

ii.

Understanding the benefits of learning: Understanding the benefits of training to the employees by communicating to them the potential job-related, personal and career benefits they may receive because of attending the training program.

Basic Skills:

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Employee's readiness for training activities can also be influenced by the degree to which they have basic skills-the reading, writing and communication skills needed to understand the content of training program and therefore, HR Manager of Standard Chartered Bank Conduct a literacy audit to determine employee's basic-skill level.

8.4 Training
As stated earlier, training is any process by which the attitude, skills and abilities of employees to perform specific jobs has increased the driving force of Standard Chartered Bank and it has always been because of their employees. In order to sustain economic and effective performance it is important to optimize the contribution of employees to the aims and goals of the necessary to ensure an adequate supply of staffs that are technically and socially competent and capable of career advancement into specialist department of management position. This is therefore, a continual need for the processes of staff training in order to fulfill part of this process in Consumer Banking.

8.4.1 Steps of Training in Consumer Banking of Standard Chartered Bank

Standard Chartered Bank follows the following strategies to provide training to its employees: 8.4.1.1 Creating Learning Environment: As learning involves a permanent change in behavior, therefore Standard Chartered Bank provides an emphasis on creating learning environment within the bank for the personals. For employees to acquire knowledge and skills in the training program and apply this information in 22

their jobs the training program needs to include specific learning principals and therefore it is necessary to have a learning environment within the organization. According to HR Manager of Standard Chartered Bank, they create the learning environment within the bank through following ways: Informing objectives of learning to the employees. Providing learning guidance to the employees through verbal cues with proper combining sequence and larger meaningful context. Providing feedback on degree of accuracy and timing of performance to the employees during their on job time. Selecting and supplying the necessary and modernize training material to the employees. Usually Standard Chartered Bank in Consumer Banking uses the following training materials. a) Well-qualified instructor. b) Computer. c) Overhead projectors. d) Slide projectors. e) White board. f) Markers. g) Graphs and charts, etc.

Standard Chartered Bank in Consumer Banking assures the availability of its training materials to its trainees. Also it ensures a friendly and encouraging classroom to its trainees. Unlike most other training centers, the class rooms of Standard Chartered Bank are well maintained and clean. The positive points of the classroom are as below: a) Clean. b) Carpeted Floor. c) Air-Conditioned. 23

e) Water Dispenser (mineral water -hot or cold). f) Single desk-chairs. g) Big open spaces to give breathing space. h) Enough space for trainer to teach and move about. Standard Chartered Bank also creates learning environment informally such as arranging picnic, tour, debate competition, cultural program (specially done in Consumer Banking) etc.

8.4.1.2 Selecting Training Methods: A number of different methods can be used to help employees acquire new Knowledge, skills, & behaviors. Survey results suggest that videotapes, lectures, one-on-one instruction, and simulations are the most frequently used training methods. Standard Chartered Bank HR authority believes that training is major thing to achieve organizational goals precisely. Therefore, they strictly follow modern and sophisticated training process that is attributable on their existing employees. Throughout Standard Chartered Bank and in Consumer Banking, in order to provide training to its top-level and mid-Level executives Standard Chartered Bank uses both the two methods.

On the job training: On the job methods refer to the methods that are applied in the work place, when the employees are actually working. Virtually every employee of Standard Chartered Bank in Consumer Banking gets on the job training when he or she joins the Standard Chartered Bank. Standard Chartered Bank uses this training process for newly hired employees, upgrading the skills of experienced employees when new technology is introduced, crosstraining employees within a department (happens frequently in Consumer Banking) or work unit and orienting transferred or promote employees to their new jobs.

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At lower level, trainees may acquire skills for, say, by observing other experienced employees. Nevertheless, this technique is also widely used at top management level in. Standard Chartered Bank.

Off-the-job training: Off -the-job training in Consumer Banking of Standard Chartered Bank follows the Presentation Techniques. Standard Chartered Bank uses presentation techniques for presenting new facts, information, different philosophies, and alternative problem solving solutions through traditional classroom instruction, distance learning, and audiovisual techniques.

Classroom instruction: Despite new modern techniques, classroom instruction remains a popular training method to different organizations and Standard Chartered Bank is no exception.

Audiovisual technique:To improve communication skills, interview skills, and customer service skills Standard Chartered Bank in Consumer Banking uses this technique where overheads, slides, and video are used.

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8.5 Post- Training Definition:

In simple sense, post-training refers to the evaluation done after the training program is completed. It measures the benefits and cost of the training program in qualitative as well as quantitative forms, Standard Chartered Bank in Consumer Banking uses both forms of this information to evaluate its training program. Examining the outcomes of program helps to evaluate the training effectiveness. In Consumer Banking of Standard Chartered Bank, the training program is evaluated in the following ways: To determine whether the program is meeting the objectives or not. To determine whether trainees believe that the content and administration of the program were satisfactory. To determine the financial benefits and costs of the training program. To compare the costs and benefits to different training programs to choose the best program To market training programs and services to different clients.

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8.5.1 Steps of Post- Training in Consumer Banking of Standard Chartered Bank:

During post-training Standard Chartered Bank follows the following strategies to evaluate its training programs: 8.5.1.1 Identification of Training Outcomes: In order to evaluate the overall training programs in Consumer Banking and also other departments of Standard Chartered Bank, the first step uses by the HR Manager is to identify the training outcomes that can be categorized into four categories:

Cognitive Skill-based Affective Result.

To collect the above training outcomes in Consumer Banking of Standard Chartered Bank, the following methods are performed: O Surveys. O Observations. O Focus groups, and O Personnel records

8.5.1.2 Cost-Benefit Analysis: Standard Chartered Bank like the other organizations put emphasis on the cost-benefit analysis, which is the process of determining the economic benefits of a training program using accounting methods Training related cost-benefit information is important to Standard Chartered Bank for following reasons: To understand total expenditure for training, including direct and indirect cost. 27

To compare the cost and benefit of alternative training program. .To ensures the well use of the training budget. To control cost.

8.6 Development
Standard Chartered Bank in Consumer Banking and other departments is concerned with attempts to improve the overall performance and effectiveness of their bank. Development refers to those learning opportunities design to help employees grow. Efforts towards development often depend on personal drive and ambition.

8.6.1 Employee Development Methods in Consumer Banking of Standard Chartered Bank:

Some development of individual's ability can take place on the job. Standard Chartered Bank in Consumer Banking follows several methods of development. These are discussed below:

A. Job rotation: Job rotation is one of the most popular on the job technique to develop bank personnel. Job rotation can be either horizontal or vertical. Standard Chartered Bank in Consumer Banking 28

generally follows horizontal job rotation method at the early stage of service life. Standard Chartered Bank cannot follow job rotation technique to those people who are specialized in any particular job. B. Assistant to positions: Assist to positions is another good technique to develop employees of Standard Chartered Bank in the Consumer Banking. Employees with demonstrated potential are given the opportunity to work under an experienced or successful employee. In this process an individual perform many duties under the watchful eye of experienced person. In doing so, these employees are groomed for assuring the duties of the next higher level.

C. Seminars: Seminar is a traditional form to develop employees it is widely practiced by Standard Chartered Bank in the Consumer Banking. This offers an opportunity for individuals to acquire knowledge and develop their conceptual and analytical abilities.

D. Lecture courses: Lecture is verbal presentation of information by an instructor to a large audience. The lecture is presumed to possess a considerable depth of the subject at hand. A virtual of this method is that it can be used for very large groups, and hence the cost per trainee is low. Standard Chartered Bank in Consumer Banking uses this method to develop and instructor or experience persons provide related information and activities in Consumer Banking and of all departments E. Mentoring: In case of mentoring, a senior employee takes an active role in guiding another individual. Mentoring is a helpful device to develop employees and it is widely followed to develop new employees to Standard Chartered Bank.

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9.0 MAJOR FINDINGS

The major findings of the Report are stated below:

Similar Training Methods in Consumer Banking and all other Departments: Though this report basically focused on the Training and Development Process in Consumer Banking of Standard Chartered Bank, but it is also found out that similar Training and Development process is followed all over the bank means all the departments of Standard Chartered Bank

Working environment: Standard Chartered Bank provide safe and friendly working environment to their employee in Consumer Banking and all other departments, so that their employee would be able to give their best performance. Training is provided for safety such as Fire Warden Training to ensure the safety from fire. 30

Adoption of culture: Standard Chartered Bank have strong and effective training department in Consumer Banking and also other departments which work for adopting new technology, operation process, marketing strategy. Leadership: Standard Chartered Bank leadership is very well structured because of expert, talented and some charismatic people that has also been developed by means of Training. Skilled employee: Standard Chartered Bank Employees are very experienced & enough smarter than the other private bank officer, which makes them special. The way they make decisions, takes risk, develop innovative ideas, effectively operate and successfully achieve the goals within deadline makes them special and proves them better than the others. Training is one of the major tool to build skilled employees. Added Value: One of their strategies in Consumer Banking of Standard Chartered Bank is that they try to add value such as the I banking, International Banking, Foreign remittance, phone banking and so on to be a part of Standard Chartered Bank is the key to their success. Whenever a new concept is developed, Training is given to make the employees efficient enough to operate on that new concept or the new product. Creative and Innovative: Standard Chartered Bank Creativity belongs to those of us who are excited by challenges and engage them in fresh thinking and feels open minded in making decision. Employees are very experienced Creative thinkers are and not limited by convention but allow their minds to ascend beyond predictable solutions. Training is also given on that to generate new ideas and employees who work as the International Graduate (I.G.) often taken to abroad for training to gain more knowledge about the other countries, generate more global knowledge and try to implement that knowledge by developing more creative and innovative products. International: Standard Chartered Bank in Consumer Banking have strong and effective training department which work for adopting new technology, operation process, marketing 31

strategy. As a member of global village, they view the world from the widest perspective. Standard Chartered Bank is like to be with all global citizens and they believe the world as a place full of new opportunities and exciting possibilities. Standard Chartered Bank also delivers world class products and services. Training is one of the most effective method they use for Globalization. Major findings which proves why Standard Chartered Bank is classified among the best courtesy of Training: Really efficient in increasing employee motivation & boost employee moral. Increase job satisfaction. Reduce employee turnover. Increase innovation & opportunities. Increase departmental as well as organizational productivity. Reduce financial distress. Enhance organizational image.

10.0 Recommendations
The amount of salary needs to be increased as the other private bank also pay good amount of salary so being a multinational, Standard Chartered Bank should give more salary in order to retain talented employee and reduce turnover. This issue is applicable specially in the entry level and to the contractual people. Training regarding the salary structure in entry level might be an effective method to resolve this issue Standard Chartered Bank needs to make an agreement to the employees who receive training like employees cannot leave the organization within 6 months or 1 year of training. The reason is that it is found out in many cases that an employee immediately leave the organization after receiving the training which means both loss of money and time for the 32

organization. Moreover, the employee will share his/her training learning to the new organization in order to benefit them can create a negative impact to the Standard Chartered Bank Training, most of the time should be done with the expert people. But often the bank uses their new employee to take the training class. Bank need to maintain proper succession plan because after training & development this employee will help them to grow, develop and sell their product, help the Bank to achieve the future goals. But employees can leave the bank any time for better opportunity. Thats why Bank needs to maintain proper succession planning so that they can always keep the potential and talented people in their bank.

Needs the transparent recruitment & selection for training because after the training this employee will carry or increase the Bank Reputation by performing more efficiently and by giving better outputs. Sometimes the number of policies is a bit too much for the customer to tolerate which creates a frustration among the customers (like lots of requirement for credit card application). So those issues must be find out and reviewed again to reduce the number of policies. After reducing the policies, training should be given to make the employee expert in dealing with the less number of policies in order to gain more customer satisfaction. Credit Card department should have to concern about the inflated sales target. Sometimes card officers face pressure to sale more cards, if they are not able to meet the sales target then they will be in trouble to get their salary or promotion. So they have to avoid this sort of tendency, rather they can reinforce the officers or introduce them with new training which will play a supportive drive to meet the sales target.

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 Generalizing training for as many employee as possible and trainer should be friendlier with the trainee. Employer interaction should be more with the employees discussing different aspect of changes and the need and utilization of trainings conducted.

11.0 CONCLUSION
Training and development process plays a vital role for organizations overall success the Standard Chartered Bank. They have expertise in the corporate and institutional banking including cash management, trade finance and customer services, consumer banking and operations. With over 140 years of experience in trade finance and an extensive international branch network, Standard Chartered is committed to help the people to succeed in every competitive environment. 34

Employees are the most valuable assets for Standard Chartered Bank. They must therefore retrain and reeducate them for the survival and growth for Standard Chartered Bank. The increase productivity and total quality depends upon the drive, core competence, skill and technical knowledge of employees. So Standard Chartered Bank needed to implement such HR practice for hiring and training employees and also work for the compensation package for those employees who are the best and able to perform the job in the most effective manner and meet the demand for the organization. To keep pace with their changing needs, they will constantly review their comprehensive cash, trade and treasury products and services, ensuring that a full range of flexible and innovative services is always available for the customers wherever they trade As mentioned earlier, Training and development process plays a vital role for organizations overall success in the Consumer Banking and overall department of Standard Chartered Bank. It assists Standard Chartered Bank to obtain and retain the effective and efficient employees. The process is also conductive to the achievement of the objective of the HRM department, assist the effective performance of other functional department of the organization and at last contribute to the overall organizational broad objective.

BIBLIOGRAPHY

[REF-1] Mello, Jeffrey A., Strategic Human Resource Management, 2002 Thomson, South-Western [REF-2] 35

David A. De Cenzo and Stephen P. Robbins; 'Human Resource Management', 5th ed., John Wiley and Sons, Inc., 1996, pp-156- 233 [REF-3] Raymond A. (1999). Employee Training and Development (3rd Ed): Introduction to Training and Development (pp5-7) [REF-4] Brochure of Standard Chartered Bank [REF-5] Websites of Standard Chartered Bank Retrieved from http://www.standardchartered.com/uk/ Retrieved from http://www.standardchartered.com/bd/ Retrieved from http://www.standardchartered.com/bd/index.html Retrieved from http://www.standardchartered.com/bd/home/aboutus.ht Retrieved from http://www.standardchartered.com/aboutus/sponsorship/en/index.html Retrieved from http://investors.standardchartered.com/ Retrieved from http://www.standardchartered.com/aboutus/history/en/index.html

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