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Chapter-1 Introduction

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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.

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 2|Page

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.

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To suggest some possible recommendations to overcome the problem relating to training and development of Bank Asia Ltd.

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.

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Official records and observing practical work.

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

Face to face conversation with the officer

1.4.2.2 Secondary Sources: 

Annual report of Bank Asia

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Published Booklet of the Bank.

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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. 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.

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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-2 Literature Review

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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. 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.

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 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.

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.

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

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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 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

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Chapter-3 Historical background

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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 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

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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.

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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 02.Certificate of Commencement of Business 03.Banking License 04.First Branch License 05.Inauguration of Bank 06.Only Bangladeshi bank to acquire operations of 02

28/09/1999 28/09/1999 06/10/1999 31/10/1999 27/11/1999 2001 (Bank of Nova Scotia,

foreign banks namely: Bank of Nova Scotia, Canada Canada) and Muslim Commercial Bank of Pakistan 07.Date of IPO subscription 08.IPO over subscribed by: 09.Date of First Share Trading in Bourse Number of Shareholders and Shares (at the end of 10. 2009) 11. Date of First Subscription with CDBL 12.Date of First Script-less Trading 13.Commenced Operation of Off-Shore Banking 14.Commenced Operation of Islami Banking 15.Member, Dhaka Stock Exchange (DSE) 16.Commenced Operation of Capital Market Division 17.Number of Promoters 18.Number of Directors 19.Number of Branches 20.Number of SME Service Centres 21.Number of Agricultural/SME Branch 22.Number of Brokerage Branches 23.Number of Islamic Banking Wing 24.Number of ATM booths 25.Number of KIOSK 26.Number of employee till December, 2010 27.Number of foreign correspondents (in 2010) 28.Beneficiaries from Corporate Social Responsibility (CSR) Programs

2002 (Muslim Commercial Bank of Pakistan) 23-24/09/2003 56 times 08/01/2004 10,868 (shareholders) 21,448,125 shares 20/12/2005 30/01/2006 28/01/2008 24/12/2008 5/08/2009 22 14 73 10 4 5 5 Own - 48, Shared-240 (Qcash), Cash Link (125+) 3 1240 655 Cataract Operation - 885 H.S. Scholarship - 215 Comp. Learning Centres (25) 16 | P a g e

- 3000+ Students Financial Information 29.Total deposits (as on 30/06/2016) 30.Total advance (as on 30/06/2016) 31.Export (Jan-16-Jun-16) 32.Import (Jan-16-Jun-16) 33.Remittance (Jan-16-Jun-16) 34.Total Assets (as on 30/06/2016) 35.Credit Rating Status 36.Contribution to National Exchequer (2015) 37.Statutory Reserve (as on 30/06/2016) 38.Retained for investment and future (2015)

Tk. 178,518.11 Million Tk. 164,021.51 Million Tk. 53,142.08 Million Tk. 78,298.62 Million Tk. 22,333.80 Million Tk. 235,930.60 Million AA2 - Long Term ST-2 Short Term Tk. 3,900.55 Million Tk. 6,084.43 Million Tk. 526.98 Million

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Chapter-four Employee Training and Development at Bank Asia Ltd

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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 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

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

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 follow: 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 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.

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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 Male Female

No 10 7

Number of Employees According to Gender

Male Female

41.18% 58.82%

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 ON JOB TRAINING OFF JOB TRAINING BOTH TOTAL

NO. OF RESPONDENTS 6 9 2 17

PERCENTAGE 35% 53% 12% 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

11.76%

35.29% ON JOB TRAINING OFF JOB TRAINING BOTH

52.94%

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 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

NO. OF RESPONDENTS 4 13 0 0 0 17

PERCENTAGE 24% 76%

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 23.53% STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 76.47%

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

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RESPONSE STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

NO. OF RESPONDENTS 12 5 0 0 0 17

PERCENTAGE 71% 29%

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

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

29.41%

70.59%

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 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

NO. OF RESPONDENTS 9 5 3 0 17

PERCENTAGE 53% 29% 18% 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 17.65%

52.94% 29.41%

STRONGLY AGREE AGREE 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. Table 6 The Training contents were organized and easy to follow

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RESPONSE STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

NO. OF RESPONDENTS 4 10 3 0 17

PERCENTAGE 24% 5% 18% 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 17.65%

23.53%

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

58.82%

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 RESPONSE STRONGLY AGREE AGREE

NO. OF RESPONDENTS 5

PERCENTAGE 29% 30 | P a g e

NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

12

71%

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

29.41%

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

70.59%

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 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

NO. OF RESPONDENTS PERCENTAGE 12 5

71% 29%

0 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 0

71% STRONGLY AGREE

29% AGREE

NEUTRAL

DISAGREE STRONGLY 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

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5.1 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.

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

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.

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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 Books:    

Bangladesh Institute of Bank Management (BIBM) reading material of banking. Different files, books, documents of Bank Asia Ltd. Md. Delowar Hossain Sidy, AVP, Bank Asia. Annual report of Bank Asia, 2016

Websites: 1. 2. 3. 4. 5. 6. 7.

www.bank asia.com www.humanresourcemanagement.com Smallbusiness.chron.com. http://smallbusiness.chron.com/hrm-strategies-59260.html http://s-h-r-m.blogspot.com/2010/07/hr-strategies.html http://www.investopedia.com/terms/h/human-resource-planning.asp https://www.boundless.com/management/textbooks/boundless-managementtextbook/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-tosuccessful-employee-orientation-in-a 32 9. http://www.hrwale.com/performance-management/performance-appraisal-methods/ 10. https://www.jjkeller.com/wcsstore/CVCatalogAssetStore/samples/infopros/hrrecordkeeping.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 Disagree.

B) Agree

C) Neutral

D) Disagree

E) Strongly

4.Did your ability to apply knowledge learned from training increased ? A) Strongly Agree Disagree.

B) Agree

C) Neutral

D) Disagree

E) Strongly

5. Did the training objective for each topic identified and followed ? A) Strongly Agree Disagree.

B) Agree

C) Neutral

D) Disagree

E) Strongly

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6. Were the training contents organized and easy to follow ? A) Strongly Agree Disagree.

B) Agree

C) Neutral

D) Disagree

E) Strongly

C) Neutral

D) Disagree

E) Strongly

C) Neutral

D) Disagree

E) Strongly

C) Neutral

D) Disagree

E) Strongly

D) Disagree

E) Strongly

D) Disagree

E) Strongly

7. Was the material distributed pertinent and useful ? A) Strongly Agree Disagree.

B) Agree

8. Were the trainers knowledgeable ? A) Strongly Agree Disagree.

B) Agree

9. Were the quality of the instruction good ? A) Strongly Agree Disagree.

B) Agree

10. Did the trainers met the training objectives ? A) Strongly Agree Disagree.

B) Agree

C) Neutral

11. Were class participation and interaction encouraged ? A) Strongly Agree Disagree.

B) Agree

C) Neutral

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