Bank Asia Ltd on Training & Development

CHAPTER - 11.1 Introduction of the Report

Training refers to a planned effort by a company to facilitate employees 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 13 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 everyday to cope up with the contemporary world.7

1.2 Rationale of the study:

I am proposing this topic because; the information on employee training of Bank Asia Ltd is accessible for me from the Branch and corporate offices. And as a HR internship student I need to work on such a topic which is directly related with my subject of study, so Ive chosen employee training program of Bank Asia Ltd, to meet the internship requirement and to enrich my HR knowledge.

As I want to be HR professional in future so, I think the learning from this topic will provide me some real life ideas and knowledge on designing a Training program in future for the employees working in banking sectors. The proposed report will also help the Faculty of business administration to have a overall training report of an organization and the report can be shown to the HR students so that they can gather idea from the report and enrich their knowledge with the practical knowledge.

1.3 Statement of the problems

From the training the employees improves their effectiveness which enables them working in different branches in different banking jobs. The training programs organized by Bank Asia limited are also tend to increase employee performance, so that the employees can serve the organization well and serve the customers with zero complain. The trainings help the employees to develop their career growth. And also increase satisfaction among the employees. Employees become up to date with latest banking knowledge and practice and the Bank can do well in competing market by their skilled and well trained workforce.

1.4 Scope and Delimitation of the study:

Scope :

Firstly I wanted to enrich the report with all the information and activities of Bank Asia Ltd that I deserved from the head of of BAL but as some training information are confidential and the HR was too much centralized and bureaucratic so I could not do what I wanted to do. So i conducted the training and development analysis on the Bank Asia Ltd (Tongi Branch). I tried to collect the training information of all the employees of that particular branch and conducted a survey on training evaluation by them with a questionnaire. After preparing the report I can say the study on that particular branch about the training will be same for all other branches as the BAL head offices offers same training for specific level of employees, and I can assure that the report will be enough to show the practice of Employee Training and development activities of BAL.

Delimitation:

1. Time shortage was one of the issues; the employees did not get enough time to discuss with me with their training experiences and comments.

2. Confidential Banking System (Bank Asia Ltd)

3. The HR personnel were too busy to talk with them with detail training system of BAL

4. Lack of enough cooperation due to high workload

1.5 Objectives of the study:

i. Broad Objective:

To evaluate, analyze and get idea about the training programs of Bank Asia Ltd.

ai. Specific Objectives:

a. Types of training in Bank Asia Ltd.

b. Length/Duration of the training programs.

c. Who are the trainee of training programs

d. Topics of the training programs etc.

CHAPTER - 22.1 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 departments contribution at a level suitable to the organizations needs.

Social Objectives Social objectives ensures that the organization is ethically and socially responsible to the needs and challenges of the society.

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.

Source : http://www.researchersworld.com/vol4/issue2/Paper_20CHAPTER - 33.1 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.

3.2 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.

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

3.4 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

3.5 Training and Development

Training for Individuals: Some training are designed only for the individuals, for those the 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 and productive organizational environment, developing knowledge sharing culture inside the organization

3.6 Methodology of the study:

The primary data has been collected from face to face interview, and the secondary data has been collected from their annual reports and from web sites.

The main source of data was secondary though primary data sources were also utilized.

Sources of data collection

Primary source

Interviewing employees

Interviewing HR managers

Secondary source

Annual Report of BAL

Website

Branch Training Manuals

Other training papers

Journals, Reports

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

CHAPTER - 44.1 Banking Sector of Bangladesh

The banking system at independence consisted of two branch offices of the former State Bank of Pakistan and seventeen large commercial banks, two of which were controlled by Bangladeshi interests and three by foreigners other than West Pakistanis. There were fourteen smaller commercial banks. Virtually all banking services were concentrated in urban areas. The newly independent government immediately designated the Dhaka branch of the State Bank of Pakistan as the central bank and renamed it the Bangladesh Bank. The bank was responsible for regulating currency, controlling credit and monetary policy, and administering exchange control and the official foreign exchange reserves. The Bangladesh government initially nationalized the entire domestic banking system and proceeded to reorganize and rename the various banks. Foreign-owned banks were permitted to continue doing business in Bangladesh.

Banks of Bangladesh:

Bangladesh Bank (Central Bank of Bangladesh )

State owned commercial banks

Sonali Bank

Janata Bank

Rupali Bank

Specialized banks of Bangladesh

Karmosangesthan Bank

Bangladesh Krishi Bank

Private commercial Banks

Agrani Bank Limited

47

BRAC Bank Limited

Eastern Bank Limited

Dutch Bangla Bank Limited

Dhaka Bank Limited

Islami Bank Bangladesh Ltd

Pubali Bank Limited

Uttara Bank Limited

IFIC Bank Limited

National Bank Limited

The City Bank Limited

United Commercial Bank Limited

NCC Bank Limited

Prime Bank Limited

SouthEast Bank Limited

Al-Arafah Islami Bank Limited

Social Islami Bank Limited

Standard Bank Limited

One Bank Limited

Exim Bank Limited

Mercantile Bank Limited

Bangladesh Commerce Bank Limited

Mutual Trust Bank Limited

First Security Islami Bank Limited

The Premier Bank Limited

Bank Asia Limited

Trust Bank Limited

Shahjalal Islami Bank Limited

Jamuna Bank Limited

ICB Islami Bank

AB Bank Limited

BASIC Bank Limited

Foreign commercial Banks

Citi NA

HSBC

Standard Chartered Bank

Commercial Bank of Ceylon

State Bank of India

Habib Bank

National Bank of Pakistan

Woori Bank

Bank Alfalah

Specialized Development Banks

Grameen Bank

The Dhaka Mercantile Co-operative Bank ltd Bangladesh Krishi Bank

Bangladesh Development Bank Ltd

Rajshahi Krishi Unnayan Bank

BASIC Bank Limited (Bangladesh Small Industries and Commerce Bank Limited)

Bangladesh Somobay Bank Limited(Cooperative Bank)

Ansar VDP Unnyan Bank

Private Banks are the highest growth sector due to the dismal performances of government banks. They tend to offer better service and products to the customers. For this reasons people rely more on the private commercial banks rather than government commercial banks.

Among 32 private commercial Banks, Bank Asia Ltd is one of them.

4.2 Overview of Bank Asia Ltd

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 term

deposits, 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 offshore 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

4.3 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.

4.4 Hierarchy of Bank Asia Ltd

Figure: 1 Hierarchy of Bank Asia Ltd.

4.5 Financial Summary of Bank Asia Ltd.(2014)

Figure 2 Financial overview of Bank Asia Ltd.

4.6 Overall growth of Bank Asia Ltd

Balance sheet growth

In the last six years, assets, loans and advances, and deposits grew on average by 32.7%,

35.30% and 31.9% respectively. The banks total assets stood at BDT 78.3 billion at period ended 31 March 2010. In the first three months of 2010, assets increased by BDT 9.6 billion or 14.00%. Loans and advances increased by BDT 8.13 billion and stood at BDT 58.40 billion at period ended on 31 March 2010. Three months growth rate was

16.18%. Total deposit grew by BDT 7.7 billion at the period ended 31 March 2010 with a three months growth rate of 14.00%. We are expecting a 28% growth in loans and advances in 2010.

Loan portfolio distribution

Bank Asia has a well diversified loan portfolio. Currently 36% of loan portfolio is exposed to industrial sector. Retail, SME and consumer altogether constitute about 57% of the loan . Loan portfolio of the bank is well diversified to more than 14 various industrial sectors.

Employee Productivity of Bank Asia Ltd

Source: Company Annual Report

Operating income per employee has been increasing for the last five years and it was 2.5 million in 2009. Operating expenses per employee is also increasing because of recruiting of new employees, opening up new branches, booths etc. Operating expenses as a percentage of total revenue remained stable at a very low level of 14%-17%. This shows efficient control over operating expenses. Operating efficiency has remained at moderate level of 31%-37% over the last three years. Though loan portfolio has been increasing but operating expenses as a percentage of loans and advances remaining at a same level of 2.5%-3.5%. It implies management efficiency on operating expenses.

Non-funded income as a % of total operating income

Non funded income arises mainly from commission, ex-change, brokerage and other operating income. Recently the bank has started brokerage operation through setting

up brokerage house. It has also competitive advantages over other banks due to their trade and foreign remittance related business. The bank has BDT 31.12 billion off balance sheet exposure as on 31 March 2010 which was 11.22% higher than last reporting date (31 December 2009). Currently the banks 55%-60% operating income is non funded income. We are expecting same level of non-funded income in coming years.

Comparative analysis of 10 largest banks

4.7 Functions of Bank Asia Ltd

Primary functionsAccepting deposits

Granting loans and advances.

Secondary functions

Issuing letters of credit, travelers cheques, circular notes Undertaking safe custody of valuables, important documents Securities by providing safe deposit vaults or lockers; Providing customers with facilities of foreign exchange. Transferring money from one place to another; and from branch to another branch of the bank.

Standing guarantee on behalf of its customers, for m payments for purchase of goods, machinery, vehicles etc.

4.8 Human Resource practice of Bank Asia Ltd

Bank Asia ltd is one of those banks who practice effective HR practice in the organization to ensure the development of their employees and to ensure the organizational long term success by its effective employees participation. All HR functions recruitment, selection, compensation, training activities are controlled and monitored by the HR department. The HR department of Bank Asia is also highly equipped with latest technological support to develop and enrich their employees knowledge, skills, abilities and other strengths. As the bank has a central controlled HR system, so the bank uses a HRD system named Orbit designed by the software giant Oracle to support all kinds of HR needs both for the employees and HR officials of that organization. All branch offices employees can communicate within the HRD system for any kind of inquiry leave application, confirmation, training, salary and others with the

head office. The HR department of Bank Asia Ltd is always concern about banks employees to develop them as a good banker so that they can server the customer well.Bank Asia Ltd ,a bank with its own training institute to train its employees for any kind of banking trainings necessary to develop the employees effectiveness . The HR arranges different training programs for the bank employees of different branches and arranges trainings for them, which held in the banks own training institute at UTC Tower at Shahbag or at different training institutes like BIBM, BBTA etc. Top executives of the Bank are frequently sent abroad for enabling them to know the functions and mechanisms of financial, money and security market of the developed countries and also to exploring business opportunities.

CHAPTER-55.1Employee Training and Development at Bank Asia Ltd

5.2 Training Activities of Bank Asia Ltd

Bank Asia ltd always focuses great emphasis on training and development of its employees. thats 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.

5.3 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

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 training5.4 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 organization in an effort to expand their knowledge, skills, and abilities.

AssistantTo positions: Employees at Bank Asia Ltd with potential sometimes work under 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 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 at its own training institute. The trainers use lecture courses and seminar to train the employees.

5.5 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.

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.

5.6 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.

Director of

Training

SpecialTraditionalITSales

TrainingBankingTrainingTraining

Training

Training specialty areas

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 .

CHAPTER-66.1 Analysis and Interpretations of Data

DATA ANALYSIS

Number of Employee: I went to 17 employees of Bank Asia Ltd ( Tongi Branch) ,

where 10 of them are male and 7 of them are female.

Table 1

Number of Employees According to Gender

GenderNo.

Male10

Female7

Figure 1

Number of Respondents 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

Table 2SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES

TYPENO. OF RESPONDENTSPERCENTAGE

ON JOB TRAINING635%

OFF JOB TRAINING953%

BOTH212%

TOTAL17100%

Figure 2

Types of Training Undergone By Employees

12%

35%

On Job

Off Job

Both

53%

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.

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

Table 3

SHOWING THE RESPONSE WHETHER THE TRAININGS MEETING EXPECTATIONS

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE424%

AGREE1376%

NEUTRAL0

DISAGREE0

STRONGLY DISAGREE0

TOTAL17100%

Figure 3

0%Training Meeting Expectation

0%

0%

24%

Strongly agree

agree

Neutral

Disagree

Strongly disagree

76%

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

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.

Table 4

ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM TRAINING

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE1271%

AGREE529%

NEUTRAL0

DISAGREE0

STRONGLY DISAGREE0

TOTAL17100%

Figure 4

Ability to apply the knowledge learned from

Training

0%

29%

Strongly agree

agree

Neutral

Disagree

71%Strongly disagree

Concept: Employees are expected to implement their learning got from the training in their 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.

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.

Table 5

TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED AND FOLLWED

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE

AGREE953%

NEUTRAL529%

DISAGREE318%

STRONGLY DISAGREE0

TOTAL17100%

Figure 5

TRAINING OBJECTIVE FOR EACH TOPIC WERE

IDENTIFIED AND FOLLWED

10

8

6

9

4

5

23

000

StronglyagreeNeutral Disagree Strongly

agreedisagree

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.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.

Table 6The Training contents were organized and easy to follow

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE

AGREE424%

NEUTRAL105%

DISAGREE318%

STRONGLY DISAGREE0

TOTAL17100%

Figure 6

The Training contents were organized and easy to follow

0%

18%

24%Strongly agree

agree

Neutral

Disagree

Strongly disagree

58%

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.

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.

Table 7

THE MATERIAL DISTRIBUTED WAS PERTINENT AND USEFUL

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE529%

AGREE1271%

NEUTRAL

DISAGREE

STRONGLY DISAGREE

TOTAL17100%

Figure 7

THE MATERIAL DISTRIBUTED WAS

0% PERTINENT AND USEFUL

0%

0%

29%

Strongly Agree

agree

Neutral

Disagree

71%Strogly Disagree

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.

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.

Table 8THE TRAINERS WERE KNOWLEDGEABLE

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE

AGREE1271%

NEUTRAL529%

DISAGREE

STRONGLY DISAGREE0

TOTAL17100%

Figure 8

THE TRAINERS WERE KNOWLEDGEABLE

14

12

10

812

6

4

5

2

0000

StronglyagreeNeutralDisagreeStrongly

agreedisagree

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.

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

Table 9THE QUALITY OF THE INSTRUCTION WAS GOOD

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE

AGREE17100%

NEUTRAL

DISAGREE

STRONGLY DISAGREE

TOTAL17100%

Figure 9

THE QUALITY OF THE INSTRUCTION WAS GOOD

0%

Strongly agree

agree

Neutral

Disagree

Strongly disagree

100%

Concept: The outcome of the training depends on the quality of the instruction. If the quality of the instruction from the instructor is better then the trainees can understand the topics discussed in the training. To ensure a fruitful and effective training the quality of the instruction must be better.

Analysis: From above illustration we can see all 17 employees of Bank Asia Ltd agree they quality of the instruction of the training programs were good.

Table 10THE TRAINER MET THE TRAINING OBJECTIVE

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE

AGREE953%

NEUTRAL529%

DISAGREE318%

STRONGLY DISAGREE

TOTAL17100%

Figure 10

THE TRAINER MET THE TRAINING OBJECTIVE

0%

18%0%

Strongly agree

agree

Neutral

53%

29%Disagree

Strongly disagree

Concept: The trainer must met his/her training objective by delivering necessary lecture, communicating with the trainees, sharing knowledge, giving examples. Trainees cannot get good knowledge regarding the training if the trainer is not effective who doesnt meet the training objective.

Analysis: From the above illustration we can see 53% employees of BAL agrees they trainer met the training objectives, 29% remains neutral and 18% doesnt think the trainer met the training objective.

Table 11CLASS PARTICIPATION AND INTERACTION WERE ENCOURAGED

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE847%

AGREE953%

NEUTRAL

DISAGREE

STRONGLY DISAGREE

TOTAL17100%

Figure 11

CLASS PARTICIPATION AND INTERACTION 0% WERE ENCOURAGED

0%

0%

Strongly agree

47%agree

Neutral

53%

Disagree

Strongly disagree

Concept: Effective training includes feedback and good communication between the trainer and the trainee. To make the training more effective by the equal participation the trainer must encourage the trainees with class participation and interaction.

Analysis: From the above illustration we can see, 53% employees agree that class participation and interaction were encouraged in the training class and 47% strongly agrees with the statement.

Table 12

ADEQUATE TIME WAS PROVIDED FOR QUESTIONS AND DISCUSSIONS

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE424%

AGREE1059%

NEUTRAL318%

DISAGREE

STRONGLY DISAGREE

TOTAL17100%

Figure 12

ADEQUATE TIME WAS PROVIDED FOR

0%QUESTIONS AND DISCUSSIONS

0%

18%

24%

Strongly agree

agree

Neutral

Disagree

Strongly disagree

58%

Concept: Adequate time should be distributed for the question and discussions after the training session. This helps the trainees to make themselves clear about the training and they can solve any problems with discussions.Analysis: From the above illustration we can see 58% employees agree, 24% strongly agree that adequate time was provided for questions and discussions after the training session. And 18% employees remain neutral.

Table 13

EXAMPLES, VISUAL AIDS USED

RESPONSENO. OF RESPONDENTSPERCENTAGE

STRONGLY AGREE

AGREE953%

NEUTRAL847%

DISAGREE

STRONGLY DISAGREE

TOTAL17100%

Figure 13

EXAMPLES, VISUAL AIDS USED

0%

0%

0%

Strongly agree

47%agree

Neutral

53%

Disagree

Strongly disagree

Concept: To make the training more attractive, informative, interesting trainers should use example, visual while they give training in front of the trainees.

Analysis: From the above illustration we can see 53% of the employees agree that examples, visual aids are used in the training sessions and 47% of the employees answers as neutral.

Table 14HOW DO YOU RATE THE OVERALL TRAINING

RESPONSENO. OF RESPONDENTSPERCENTAGE

EXCELLENT

GOOD17100%

AVERAGE

POOR

VERY POOR

TOTAL17100%

Figure 14

HOW DO YOU RATE THE OVERALL TRAINING

0%

Excellent

Good

Average

Poor

Very Poor

100%

Analysis: The illustration shows that 100% employees think that the training that Bank

Asia offers to its employees are good.

6.2 Major Findings:

Training meeting expectation of the employees: From the analysis of the data we 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 are fully 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 believe that the training materials were useful and those were relevant to the specific training.

Time distribution was better for the training programs: Employees agrees that the 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 that the 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 the

class 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 that training at outside institution (BIBM) are very helpful than in house trainings.

Training materials are detailed: all the training materials are huge and elaborate these materials helps the employees afterwards in desk works.

Training time need to be expanded for some trainings: some employees thinks that training time need to be expanded for some specific training.

Overall training quality was Good: All the employees think that the overall quality of the training was good but they expect the trainings to be better.

Employees are aware about their trainings: From the questionnaire survey I have 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 at Bank Asia Ltd only get trainings bout the traditional Banking trainings, some other trainings like managerial trainings, interpersonal trainings, English language trainings are absent.

CHAPTER-77.1 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.

CHAPTER-88.1 Conclusion

Banks are highly competitive in Bangladesh. The success of one bank depends on the better service from the bankers to customers. Successful training and development can develop highly trained bankers in the banks, who can serve the customer well, and can achieve customer satisfaction for the organization, by proper training and development process employees become more efficient and can contribute well in the organization in every work. Well structured and constructive training can ensure competitive advantage by the employees for the organization. So this is the right time for the HR departments of Bangladeshi banking sectors to start effective training and development programs for the employees by implementing effective Human Resource Management.