1.1 Introduction of The Report:: Page No: 1
1.1 Introduction of The Report:: Page No: 1
1.1 Introduction of The Report:: Page No: 1
This study is built upon the previous training literatures by providing a detailed
examination of training needs assessment and organizational effectiveness based upon
development based strategy. The question of the amount of training needs assessment and
the effect of training is answered through evaluation process. The purpose of training
need assessment is to add value to an organization. Hence, evaluation measures the
progress in achieving this goal by purposefully improving training programs and
measuring their worth. The training programs are established by the needs assessment of
training. A thorough needs assessment leads to effective and efficient training, which
increases the likelihood that evaluation will demonstrate successful value added
outcomes. In today’s complex and fast changing organizational environment, developing
human resources is of paramount importance and training has now become one of the
important segments of Human Resource Development (HRD) process. That is why the
efficiency of any organization depends directly on how well its employees are trained.
Training motivates employees to work efficiently and it is widely accepted as a problem
solving tool. The Human Resource Development department has to play a more proactive
role in shaping the employees to fight out the challenges. The banks not only have to
make plans and policies and devise strategies, the actual functionaries have to show
willingness, competence and effectiveness in executing the said policies and strategies.
Both training and development are necessary for any organization. Thus, the process by
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which training needs are identified and addressed becomes a critical issue for
organizations. It will introduce basic of training and development
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1.5 Objectives of the Report:
Objectives regarding this study are as follows:
To analyze the different type of training and development of CBL with other Banks.
To recommend ways and means to solve problems regarding training and
development.
To find out the sector in which such types of problem exist.
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1.9 Limitations of the Report:
To prepare a report on the topic like this in a short duration is not easy task. In preparing
this report some problems and limitations have encountered which are as follows:
The main constraint of the study was insufficiency of information, which was
required for the study. There are various information the bank employee cannot
provide due to security and other corporate obligations.
As the data, in most cases, are not in organized way, the bank failed to provide all
information.
Due to time limitation, many of the aspects could not be discussed in the present
report.
Lack of opportunity to access to internal data.
I had to base on secondary data for preparing this report.
Legal action related information was not available.
All the clients whom I interviewed did not want to provide necessary information.
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Training and development means changing what employees know, how to they work,
their attitudes toward their work or their interactions with their co-workers or supervisor.
Jack Halloran to say “Training is the process of transmitting and receiving information
related to problem solving”.
Mathis and Jackson said that” Training is a learning process whereby people learn skills,
concept, attitudes and knowledge to aid in the achievement of goals”.
Gary Dressler prove that” Training is the process of teaching new employees the basic
skills they need to perform their jobs”.
Ricky W. Griffin also to be said” Training usually refers to the teaching operational or
technical employees how to do the job for which they were hired”.
Duecento & Robbins are said” Programs that are more present day oriented, focuses on
individuals current jobs, enhancing specific skills and abilities to immediately perform
their job called training”.
According to Butler (2017), training is directly related to the skills, knowledge, and
strategies necessary to do a particular job. It can include teaching staff members new
skills, exposing them to unfamiliar ideas, giving them the chance to practice and get
feedback on particular techniques or styles of working with people, or simply
encouraging them to discuss their work with one another. Development however is a
process that strives to build the capacity to achieve and sustain a new desired state that
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benefits the organization or community and the world around them (Garavan et al.,
1995). Training and development therefore describes the formal, ongoing efforts that are
made within organizations to improve the performance and self - fulfillment of their
employees through a variety of educational methods and programmers.
It is very difficult for an employee to perform well at the job place without any pre-
training (Garavan, 1997). Trained employees perform well as compared to untrained
employees (Partlow, 1996; Thank et al., 2007; Boudreau et al., 2008). It is very necessary
for any organization to give its employees training to get overall goals of the organization
in a better way (Flynn et al., 1995; Kaynak, 2010; Heras, 2013). Training and
development increase the overall performance of the organization (Shepard et al, 2010).
Although it is costly to give training to the employees but in the long run it give back
more than it took (Flynn et al., 1995; Kaynak, 2010; Heras, 2013). Every organization
should develop its employees according to the need of that time so that they could
compete with their competitors (Braga, 1995).
Training:
A very important area of the Human Resource Management function is training and
development for the effective use of human resources. Training is the acquisition of
knowledge, skills, and competencies as a result of the teaching of vocational or practical
skills and knowledge that relate to specific useful competencies. In this study training is
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viewed as a means of not only fostering the growth of the individual employee but as an
integrated part of organizational growth.
According to Chen et al. (2011), training programs may also help the employee to
decrease their anxiety or frustration, originated by their work or job. Therefore employees
who have acquired enough training are more likely to be satisfied with their job than
those with less training. Rowden (2009), further suggests that training may also be an
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efficient tool for improving ones job satisfaction, as an employee with a better
performance leads to appreciation by the top management, hence the employee feel more
adjusted with his job. Rowden and Conine (2012), also agrees with this assertion as they
see a well-trained employee as being more able to satisfy customers and shows a greater
level of job satisfaction along with superior performance.
In summary training can be seen as a planned intervention aimed at enhancing the
elements of individual job performance.
Development:
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2.2 Theories Underlining Concepts:
For effective training and development process to take place, learning is a precondition.
Following the increasing role of learning theories in educational psychology, there has
been an ongoing trend with the educators and trainers to highlight the importance of
learning theories in training and development. An understanding of these theories is
essential to find out their implications in the field of training and development. A
generally accepted definition of learning is any relatively permanent change in behavior
that occurs as a result of experience (Robbins,1998). Training and development
programmers are seen as instructor-led and content-based interventions which lead to
desired changes in behavior (CIPD, 2012). In training and development programmers,
learning is viewed as an intervening variable to cause behavioral change, which is a
dependent variable and the experience or practice works as the independent variables.
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Behaviorists view the learning process as a change in behavior, and will arrange the
environment to elicit desired responses through such devices as behavioral objectives,
Competency-based learning, and skill development and training (Smith, 2009).
Cognitive Theories:
Cognitive theories grew out of Gestalt psychology, developed in Germany in the early
1900s and brought to America in the 1920s. The German word gestalt is roughly
equivalent to the English configuration or pattern and emphasizes the whole of human
experience (Young, 1996). According to Young (1996), over the years, the Gestalt
psychologists provided demonstrations and described principles to explain the way we
organize our sensations into perceptions. Gestalt psychologists criticize behaviorists for
being too dependent on overt behavior to explain learning. They propose looking at the
patterns rather than isolated events. Gestalt views of learning have been incorporated into
what have come to be labeled cognitive theories. According to Young (1996), two key
assumptions underlie this cognitive approach: that the memory system is an active
organized processor of information and that prior knowledge plays an important role in
learning. Cognitive theories look beyond behavior to consider how human memory works
to promote learning, and an understanding of short term memory and long term memory
is important to educators influenced by cognitive theory (young et al., 1996). young et al.
(1996) indicated that this theory views learning as an internal mental process (including
insight, information processing, memory and perception) where the educator focuses on
building intelligence and cognitive development. The individual learner is more
important than the environment.
Constructivism:
Constructivism emphasizes the importance of the active involvement of learners in
constructing knowledge for themselves, and building new ideas or concepts based upon
current knowledge and past experience (Smith, 2009). Constructivism is recognized as a
unique learning theory in itself. Behaviorism and cognitivist both support the practice of
analyzing a task and breaking it down into manageable chunks, establishing objectives,
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and measuring performance based on those objectives. Constructivism, on the other hand,
promotes a more open-ended learning experience where the methods and results of
learning are not easily measured and may not be the same for each learner (Smith, 2009).
According to Smith (2009), constructivists believe that all humans have the ability to
construct knowledge in their own minds through a process of discovery and problem
solving. The extent to which this process can take place naturally without structure and
teaching is the defining factors amongst those who advocate this learning theory.
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needs. Therefore a good training and development program should involve the following
fundamental steps: establishment of a training policy, determining training needs
assessment, developing training objectives and plan, developing training methods,
identifying the trainees and finally, evaluating the effectiveness of training development
program
Purpose of Employee Training and Development Programmed:
The purpose of training and development programs in organizations are mainly to
improve knowledge and skills, and to change attitudes or behavior. It is one of the most
important potential motivators which can lead to many possible benefits for both
individuals and the organization. According to Adams (2009), training makes employees
feel that they are part of the organization’s family. Training creates the sense of
belonging in all employees. It enhances professional development and skills of
employee’s. It also makes knowledgeable workforce with fewer mistakes. McNamara
(2017) added that training increasing job satisfaction and employee morality, enhancing
the employee motivation, improving the efficiencies in processes and financial gain,
raising the ability to obtain new technologies, developing the innovation in strategies and
products and reducing employee turnover are other important benefits of training.
Noe (2009) also mentioned other benefits of training such as better prepared employee to
achieve the organizational goals, more productive staff that are able to meet the
challenges of change in the organization during learning and work on new programs. He
believes that with training activities, while the organization will be more successful at
attracting and retaining employees, it already has a pool of employees who are prepared
to replace the ones leaving. Adeniyi (1995) further opined that for every employee to
perform well there is the need for constant training and development. The right employee
training, development and education provide big payoffs for the employer in increased
productivity, knowledge, loyalty, and contribution to general growth of an organization.
The reasons behind employee training and development cannot be overemphasized. One
can easily deduce some reasons behind organizations engaging in training and
development of their staff. According to Adeniyi (1995) other reasons why organizations
organize training and development programmers for its employees in the following:
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1. When needs arise as a result of findings from the outcome of performance
appraisal
2. As part of professional development plan.
3. As part of succession planning to help an employee be eligible for a planned
change in role in the organization.
4. To imbibe and inculcate a new technology in the organizations system.
5. Because of the dynamic nature of the business world and changing technologies
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3.1 Overview of the Bank:
City Bank Limited incorporated on 26 June, 1983 as a public company with limited
liability under the Companies Act 1994. The bank obtained permission to commence
business with effect from 27 June, 1983 and started banking operations on 29 June 1983
with an authorized capital of Tk. 100 million divided into 1 million ordinary shares of Tk.
100 each. A number of leading figures from industry and business in the country met in
the eighties of last century the construction of City Bank. The result was one of the first
generation banks in the private sector in the country. For example, City Bank Limited
(UBL) was, in fact, and the GOB was kind enough to participate as a shareholder.
Management:
The Bank has in its Management a combination of highly skilled and eminent bankers of
the country of varied experience and expertise successfully lead by Mr. M. Shahjahan
Bunyan, a dynamic banker, as its Managing Director and well educated young, energetic
and dedicated officers working with missionary zeal for the growth and progress of the
institution.
Vision:
To expand as a financial institution and achieve sustained economic growth by
continuing to exceed our customers' expectations for top-tier service and innovative
financial solutions.
Mission:
To build City Bank Limited into an efficient, market driven, customer focused
institution with good corporate governance structure.
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3.3 Strategic Statement:
To have sustained growth, broaden and improve range of products and services in all
areas of banking activities with the aim to add increased value to shareholders’
investment and offer highest possible benefits to our customers.
CBL is operating all over the country with 229th branches and all are under online
network. Most of branches are in Dhaka but they have City hes in all the main
cities like- Chittagong, Sylhet, Khulna, Patna, Jessore and Rajshahi, Comilla, Barisal,
Bogra etc. In addition, its effective and diversified approach to seize the market
opportunities is going on as continuous process to accommodate new customers by
developing and expanding rural. Besides these traditional delivery points, the bank is also
very active in the alternative delivery area. It currently has the facilities of SMS Banking,
Internet Banking and a large number of ATMs of its own with ATM sharing arrangement
with other partner banks.
Sl No Name Designation
01 Azharul Islam Chairman
02 Md. Asaduzzaman Vice-Chairman
03 Badrunnesa (Sharmin) Islam Directors
04 Md. Mahfuzus Subhan Directors
05 Abul Barq Alvi Directors
06 Faruque Alamgir Directors
07 Col. Engineer M. S. Kamal (Retd) Directors
08 Prof. Mirza Mazharul Islam Directors
09 Prof. Sharif Md. Shahjahan Directors
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10 Sayes A. N. Wahed Directors
11 Shah Habibur Haque Directors
12 Sk. Amanullah Directors
13 Major General Prof. M. A. Mohaiemen Directors
14 Shamsuddin Ahmed Managing Director
CBL Imperial Savings is very attractive, unique product design is a very effective way to
differentiate. The product design is so innovative that anyone can attract by its benefits.
Customer can open one “CBL Imperial Savings” account with any CBL branches.
Hotel/ Hospital/ Air ticket/ Rail way ticket booking as per valued Imperial
Client’s need
This differentiation strategy involves using the characteristics of the product you market
to differentiate from your competitors. Every brand is built on a product (I include
services here as well). As a result, especially in the early stages of the brand building
process where not enough emotional connections have been built, product-based
positioning might be one of the very few options available.
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2013 31,477.6 18,786.3
2014 34,615.2 18,601.0
2015 36,891.9 21,851.5
2016 39,360.2 25,163.9
2017 43,586.4 28,477.4
50000
40000
30000
20000
10000
0
1 2 3 4 5 6
Deposits Advance
Credit facilities are extended as per guide-lines of Bangladesh Bank (Central Bank of
Bangladesh) and operational procedures of the Bank. The rates may, however, change
from time to time depending on the level of competition in the financial sector.
As a nationalized Bank it has a social responsibility to improve the financial condition of
the poor/unemployed people. With a view to perform that social responsibility, Bank has
initiated rural credit program since 1974. Now under this rural portfolio there are 15
products.
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A vast majority of the Bangladeshis live in the rural areas and their main source of
income is agriculture and agro-business. City Bank Ltd. has opened branches in rural
areas to cater to the banking needs of rural people. Apart from accepting deposits from
the rich and moderately well off villagers, City Bank Ltd. encourages the poor people to
make small savings through different mechanisms.
So far lending in rural area is concerned; City Bank Ltd. has been financing agricultural
production and poverty alleviation programs since 1977. The average loan size is about
Taka 10,000.00 (around US$ 200) and the number of borrowers under rural credit
scheme is more than 100,000.
City Bank is one of the largest commercial bank in Bangladesh. The aim of the Bank is
to actively participate in the socio-economic development of the nation by operating a
commercially sound Banking system. It provides credit to deserving borrowers and at the
same time, protects depositor’s interest.
Deposits:
City Bank mobilized total deposit of BDT 43,586.4 million as of December 31, 2017 as
compared to BDT 39,360.2 million in 20086. Comparative interest rates deposit
mobilization efforts of the bank and confidence reposed by the customer in the bank
contributed to the notable growth of 10.74% in deposit. The bank evolved a number of
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attractive deposit schemes to care to the requirement of small and medium services. This
improved not only the quantum of deposits, it also brought about qualitative change in
the depositors structure.
4%
41%
Investment:
To earn profit, the Bank Prudently invests its fund to different sectors. The investment
portfolio of the Bank is comprised of Treasury bill, other bonds, Debenture, Shares etc.
The Bank earns a handsome profit from this investment portfolio. Year wise investment
of the Bank is shown in the following table:
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2016 9,564.5
2017 14,455.8
Investments
15,000.00
10,000.00
5,000.00
0.00
1 2 3 4 5 6
Investments
Head wise position of Bank’s Invested Fund at the end of the year 2014 is given
below:
Heads of Investment (Taka in million)
Treasury Bills and Bonds 14,142.8
Approved Debenture (in purchase price) 231.0
Prize Bond 8.1
Ordinary Shares:
a) Eastern Bank Ltd. 43.1
b) Karmasangs than Bank 10.0
c) ICB (Approved) 7.9
d) CDBL 1.0
e) Other Companies 11.9 73.9
Total: 14,455.8
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Percentage wise Investment-
2017
Import Business:
For the very beginning the Bank has embarked on extensive foreign exchange business
with a view to facilitating international trade transactions of the country. The total import
business handled by the bank amounted to BDT 25,407.9 million as of December 31,
2017 as compared to BDT 22,630.7 million in 2016. Import mainly confined to consumer
goods, capital machineries and industrial raw materials.
Export Business:
The total export business handled by the bank amounted to BDT 14,784.5 million as of
December 31, 2017 as compared to BDT 18133.9 million in 2016. The bank has made
significant contribution to readymade garments sector, which contributed 75.60% of total
export of the country in 2015-12. Other items include Shrimps, Tea and Non-traditional
item.
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2017 25,407.9 14,784.5
30,000.00
25,000.00
20,000.00
15,000.00 Import
10,000.00 Export
5,000.00
0.00
1 2 3 4 5 6
Post-Tax Profit:
The Post-Tax Profit of the bank stood to the BDT 409.5 million as of December, 2013
against BDT 248.8 million in 2012. The growth in Post-Tax Profit is 64.59% in the year
2012 in compared to 2011.
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4.1 Introduction:
Employees are the core resources of any organization, without them, one cannot run their
organization, and human resources are conducted with the growth of development of
people toward higher level of competency, creativity and fulfillment. It help employee's
become better more responsible person and then it tries to create a climate in which they
contribute to the limits of their improved abilities. It assumes that expanded capabilities
and opportunities for people with lead directly to improvements in operating
effectiveness. Essentially, the human resource approach means that people better result.
Bank always determine what jobs need to be done, and how many and types of workers
will be required.
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4.2 Human Resources Department of CBL:
Human resources Department of is one of the most valued departments with the
responsibilities of staffing, training and development, organization development,
performance appraisals, rewarding, control and maintenance etc. With the start of The
Human Resources Department of experienced executives to carry out the whole
responsibilities. The Human Resources Department of stands in its Head Office at
Motijil, C'heni Shilpo Bhaban under the direct supervision of the top management.
VP HR
AVP/Director Compensation
AVP/Director Recruitment AVP1DIrector
AVP/Director Training & AV/director labor relation
of employee
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To motive people to perform at high effort levels.
Not to waste time with useless interviews.
To remove unfair labor practices.
To maintain a high morale & better human relations inside the origination.
To maintain organizational peace.
To attract competent people and retain them in the organization.
To recognize and satisfy individual needs.
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To communicate with e union scrutinizing their demands
To give loan for house building, car, motorcycle and ensure their proper
utilization
To give medical facilities to the staff.
To maintain and grant leaves without regular leave
To coordinate and evaluate the branch office
To prepare and implementation policy about human resources and related
activities.
To perform the activities assigned by the department head
CORE HR PROCESS
Skills related to the particular job in which he is employed and development means aims
to increase abilities in relation to some future position or job-usually management.
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complementary. So a training program is directed toward the accomplishment of both
organizational and individual objectives. We can classify the objectives in two major
headings.
1. Reducing inherent fear about jobs: Training is reducing inherent fear about jobs.
2. Updating Knowledge: Technological advancement, business environmental changes
and new management philosophies have now made it imperative for the organization
to renew and update the knowledge and skills of the employees so that they do mil
become redundant for obvious functional incompetence. The first and foremost need
for manpower training therefore, is to renew and update knowledge and skills of
employees to sustain their effective performance and so also to develop them for
future managerial positions.
3. Avoiding Obsolescence: Recent economic liberalization programs of Government of
India is necessitating Organizational restructurings, which inter alia, calls for training
the employees, irrespective of their functional level, for their redeployment in
restructured jobs. Therefore, the second important need for training is to avert
functional obsolescence
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Methods are the ways through which. Employees are trained. City Bank Limited uses
several methods of training depending on the situation and training objectives. However,
the methods of training can primarily classify into two types. On-the -job Training (0.1T)
means having a person learn a job by actually doing it. every employee, from mailoorm
clerk to company president, gets on the job training when he or she joins a firm. In many
firms, OJT is the only training available.
The most familiar type of on the job training is the coaching or understudy method. Here,
an experienced worker or the trainee's supervisor trains the employee. At lower levels,
trains may acquire skills by observing the supervisor. But this technique is widely used at
top-management level too. A potential future CEO might spend a year as assistant to the
current CEO, for instance. Job rotation, in which an employee (usually a management
trainee) moves from job to job at planned intervals, is another OJT technique.There are
some steps to help insured OJT Success
3. Create interest, encourage - encourage find out what the learner already knows about
this or other jobs.
4. Explain the whole job and relate it to some job the worker already knows.
5. Plane the learner is dose is the normal working position as post CBL e.
3. Again go through the job at a slow pace several times; explain the key points.
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4. Have the learner explain the steps is you go through the job at a slow pace,
Step: 3 Do a Tryout:
1. Have the learner go though the job several times explaining: slowly, explaining each
step to you. Correct mistakes and mistakes and, if necessary, do some of the
complicated steps the first few times.
3. Have, the learner do the job, gradually building up skill and speed.
4. As soon as the learner demonstrates ability to do the job, let the work begin, but don't
abandon him or her.
2. Gradually decrease supervision, checking work from time to time against quality and
quantity standards.
3. Correct faulty work patterns before they become a habit. Show why the learned
method is superior.
4. Compliment good work; encourage the worker until he or she is able to meet the
quality and quantity standards.
1. Apprenticeship Training:
Several U.S. facilities currently use this approach. For example, the Siemens Stromberg-
Carlson plant in Florida has apprenticeships for adults and high school students for
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electronics technician jobs.
2. Informal Learning:
Although managers don't arrange informal learning, threes still a lot they can do the
ensure that it occurs. Most of the steps are simple.
This is training through step-by-step learning. Usually steps necessary for a job are
identified in order of sequence and an employee is exposed to the different steps of a job
by an experienced trainer.
On -the - job training is not just for non managers. Managerial on -the -job training
methods include job rotation the coaching/understudy approach, and action learning.
1. Job Rotation:
2. Coaching/Understudy Approach:
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Here the trainee works directly with a senior manager or with the person he or she is to
replace, the latter is respond UBL y for the trainee's coaching. Normally, the understudy
relieves the executive of certain responsibilities, giving the trainee a chance to learn the
job.
3. Action Learning:
Action learning programs give managers and others released time to work full-time on
projects, analyzing and solving problems in departments other than their own. The basics
of a typical action learning program include. Carefully selected teams of five to 25
members; assigning the teams real world business problems that extend beyond their
usual areas of expertise and structured learning through coaching and feedback. The
employer's senior managers usually choose the projects and decide whether to accept the
teams' recommendations.
1. Lectures:
Lecturing has several advantages. It is a quick and simple way to provide knowledge to
large groups of trainees as when the sales force needs to learn the special features of a
new product. You could use written materials instead, be they may require considerable
more production expense and won't encourage the give-and-take questioning that lectures
do.
2. Programmed Learning:
Whether the medium is a textbook, computer, or the Internet, programmed Leering (Or
programmed instruction) is a step-by-step, self-leaning method that consists of there
parts.
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Generally, programmed learning presents facts ad follow-up questions. The learner can
then respond, and subsequent frames provide feedback on the accuracy of his or hear
answers. What the next question is often is often depends on the accuracy of the learner's
answer to the previous question. Programmed learning's main advantage is that it reduces
training. It also facilitates learning because. It lets trainees learn at their own pace,
provides immediate feedback and (from the learner's point of view) reduces the risk of
error.
3. Audiovisual-Based Training:
Audiovisuals arc more expensive than conventional lectures hut offer some advantages.
Of course, they usually tend to be more interesting. In addition, consider using them in
the following situations:
1. When there is a need to illustrate how to follow a certain sequence over time, such as
when teaching fax machine repair. The stop-action, instant replay, and fast- ar slow-
motion capabilities of audiovisuals can be useful here.
2. When there is a need to expose trainees to events not easily demonstrable in live
lectures, such as a visual tour of a factory or open-heart surgery.
3. When you need organization wide training and it is too costly to move the trainers
from place to place.
Simulated training may take place in a separate room with the same equipment the
trainees will use on the job. However, it often involves the use of equipment simulators.
In pilot training, for instance, airlines use flight simulators for safety', learning efficiency,
and cost savings, including sayings on.
4. Case Study:
Case study method helps students to learn on their own by independent thinking. A set
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of data or some descriptive materials are given to the participants asking them to analyze,
identify the problems and also tc5 recommend solutions for the same.
5. Role Playing:
This training method particularly helps in learning human relations skills through
practice and imbibing an insight into one's own behaviors. Trainees of such a
programmed are
Informed of a situation and asked to play their roles in the imaginary situation before
the rest of the class. This therefore, helps in the enriching of interact Tonal skills of
the employees.
6. T-Group Training:
T-group is sensitivity training, and takes place under laboratory conditions and is mostly
instructed and informal kind of training. The trainer in such a training program is catalyst.
He helps the individual participants to understand how others perceive his behavior, how
here acts to the behavior of others and how and when a group acts either in a negative or
in a positive way.
7. E-learning:
Training programmers delivered via intranet are now thought of as the most cost-
effective route. It is not only cost effective but also caters to the real time information
need of employees. However, it involves convergence of several technologies, like,
hardware, software, web designing and authoring, instructional design, multimedia
design, telecommunications and finally internet-intranet network management.
Some development of an individual's abilities can take place on the job. We will review
several methods, three popular on-the-job techniques
1) Job rotation
2) Assistant-to position
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3) Committee assignments
2) Simulation exercise
3) Outdoor training.
1) Job rotation:
2) Assistant-To positions:
3. Committee Assignment:
Page No: 34
organizational problems. When committees are of a temporary nature, they often
take on task-force activities designed to develop into a particular problem, ascertain
alternative solutions, and make a recommendation for implementing a solution.
These temporary assignments can be both interesting and rewarding to the
employee's growth. Appointment of permanent committee increase the employee's
exposure to other members of the organization, broadens his or her understanding,
and provides an opportunity to grow a make recommendation under the scrutiny of
other committee members. In addition on-the-job techniques described above, we
will briefly discuss three of the more popular ones: lecture courses and seminars,
simulations, and outdoor training.
Traditional forms of instruction revolved around formal lecture courses and seminars.
These offered an opportunity for individuals to acquire knowledge and develop their
conceptual and analytical abilities. For many organizations, they were offered in house by
the organization itself, through outside vendors, or both.
Technology is allowing for significant improvements in the training field. The use of
digitized computer technology, a facilitator can be in one location giving a lecture, while
simultaneously being transmitted over fiber-optic cable, in real time, to several other
locations.
Over the past few years, we've witnessed an expansion of lecture courses and seminars
for organizational members. This has been in the form of returning to college classes,
either for credit toward a degree or by way of "continuing education" courses. Either
way, the outcome is the same. Employees are taking the responsibility to advanced their
skills, knowledge, and abilities in an effort to enhance their value-address to their current
or "future" employer.
2) Simulations:
Simulations are probably ever more popular for employee development. The more widely
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used simulation exercises include case studies, decision games, and role plays.
Case studies can provide stimulating discussions among participants, as well as excellent
opportunities for individual to defend their analytical and judgmental abilities. It appears
to be a rather effective method for improving decision-making abilities within the
constraints of limited information.
Simulated decision games and role-playing exercises put individuals in the role of acting
out supervisory problem. Simulations, frequently played on a computer programmed,
provide opportunities for individuals to make decisions and to witness the implications of
their decisions on other segments of the organization.
Role playing allows the participants to act out problems and to deal with real people.
Participants are assigned roles and are ask to react to one another as they would have to
do in the managerial jobs.
3. Outdoor Training:
Outdoor training typically involves some major emotional and physical challenge. This
could be whitewater rafting, mountain climbing, paint-ball games, or surviving a week in
the 'jungle.' The purpose of such training is to see how employees react to the difficulties
that nature presents to them. Do the face these dangers alone? Do they "freak"? Or are
they controlled and successful in achieve their goals? The reality is that today's business
environment does not permit employees "stand alone". This has reinforced the
importance of working closely with one another, building trusting relationship, and
succeeding as a member of a group.
Higher productivity through better job performance, more efficient use of human
resources;
Goals and objectives more effectively met;
Reduced costs due to less labor turnover, errors, accidents etc.
A more capable, mobile workforce;
Existing staff more easily retained; An insurance policy; employees are better
able to cope with organization
City Bank Limited training institution was established in 1996. Since then, institute has
been conducting various types of training programs on different banking affairs in order
to develop knowledge, skip; and attitude of the employees of bank.
Page No: 37
4.20 Activities of CBL in Dhaka:
1996 500
1997 1000
1998 1200
1999 1300
2000 800
Figure: Officers/staff trained since its inception Source: Annual course calendar 2009
The Training Institution plays a significant role in the field of training of officers and
staff members of the bank. Under different banner of the training courses in 64 batches a
total number of 4399 Officers and Executives have already been imparted training
2009 25 291
2010 32 300
2011 35 450
2012 39 425
2013 40 425
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2014 40 500
2015 33 525
2016 42 530
2017 40 550
600
500
400
300
200
100
0
Number of courses Number of participant
(Yearly basis)
Training
Performance
2017
Sl. Number of
Name of course Level of participants Frequency
no: participants
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Manager
Sub-total 17 392
Workshops:
Frequenc Number of
Sl no. Name of Workshop Level of participants
y participants
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Internal Control &
Compliance
Page No: 41
17 Senior management Senior Executives 1 13
development programmed (DMD and EVP)
Sub- total : 35 838
Computer Course:
Sl Name of course Level of participants Frequenc Number of
y participant
No s
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(Evening)
Total 88 568
Table: 6
From the above data, it has been found that employees of City Bank Limited Bangladesh
are very much satisfied about training and development process provided by the bank.
HRD always evaluate performance through observation, work output, strength and than
reward employees according to their excellent performance. They select and reward
employee on the basis of month and sometimes quarterly performance based.
Rating Report
As per Bangladesh Bank Guidelines we have got rated by Credit Rating Agency of
Bangladesh (CRAB). In the year 2007 the long term and short term grading were A3 and
ST-2 respectively.
Training and Motivation are utmost important to bring about positive change in the
outlook of the manpower and to increase efficiency. Sets of trained and efficient
Page No: 43
workforce are indispensable for any commercial bank and they are the fundamental
strength of the bank. Well trained and highly motivated personnel are a prerequisite for
running Bank in a traditional society like Bangladesh. Keeping this view in mind training
program on banking and motivational programs are being implemented in 2006.
We have trained a total number of 361 trainees through 11 training courses consisting of
46 working days in 2006. In these training programs special guest from Bangladesh
Bank, BIBM, and many other government and private Bank and financial institutions
have directed the classes, besides Banks own speakers. As a general member of
Bangladesh Institute of Bank Management (BIBM) 70 officers and executives have got
training from that institution on different courses. At the same time, some other 20
officers and executives of the Bank have been trained in several training institutes
including Bangladesh Bank Training Academy and others. Since every branch and head
office have arranged regular program on Dars-e Quran and Dare Hadith. The total
manpower of the Bank, clients and the wishers are being trained. This training are
motivational activities are ultimately resulting an team spirit increasing efficiency sense
of discipline and the revival of moral values among the employees officers and
executives as well. Inshallah, in the coming years the overall programs of the training
will get an increased shape.
Training is one of the most effective and well recognized weapons in developing human
resources. Training programs are being carried out for the Probationary Officers.
Assistant Officers, Junior Officers, Branch Managers and Officers of different grades and
Executives by City Bank Limited Training & Research Academy from its very Inception.
AIBIRA sets training-plans from the early hours of the year and every year a training
calendar is prepared and approved by the Board of Directors of City Bank Ltd. Training
Academy conducts training Courses / workshops simultaneously of Dhaka as well as
outside Dhaka. Training Courses, workshops, in-house training etc. are tabled and
conducted on current day updated banking aspects concerning new ideas, procedures and
techniques of banking. In the training sessions lecture methods as well as discussions,
group-discussions, case study, exercise, practical work. Simulation methods etc. are
follow.
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Moreover, 3 executives of the Bank participated in training courses in Iron and Malaysia
in the year of 2009.
Ate used For the purpose of assessing trainees’ knowledge and skill pre-course and post
Course evaluations are done. Evolution of the trainers is also conducted secretly by the
participants for making training more effective.
In 2009 Total number of 530 trainees were trained at training Academy through 42
training
1. Training Course:
b. Induction/Foundation 2 40
Orientation Course
c. Foreign Exchange 2 30
d. Investment Operations 1 20
and Management
e. Refreshers Course 1 20
on General Banking
2. Workshop:
a. Managerial Supervision
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Compliance. 1 22
b. Prevention of
Money laundering 2 40
d. Foreign Remittance
& FC Accents. 2 40
e. Business Communication
Reurns, CIB,CL. 2 40
g. Security Documentation
Suit Handling 1 20
h. BASEL-II Implémentations 1 20
Cash Handling. 1 20
k. Investment Risk
Management. 1 27
i. Shana Compliance. 1 20
m. Consumers Financing. 1 24
n. Working Capital
Need Assessment. 1 22
3. Outreach Workshop
a. Prevention of
Money laundering. 1 20
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b. Shariah implementation 1 20
4. In-housetraining
Total 42 530
This study is focused on training and development program of City Bank Ltd. After
analyze the whole report some positive and also some negative some are identified. These
are:
1. UBL arrange the necessary training for enhancing the skills and knowledge to keep
pace with the technological change and customer service
3. City Bank Ltd. arrange training for general employees and development program for
executive
4. City Bank Ltd. identifies the deviancies of performance level of employees by training
need assessment, which is very crucial for identifying training need and species the
training need area
5. City Bank Ltd. generally provides on the job training for employees and executives
and also offered off the job training and development program for the employees and
executives
6. As City Bank Ltd. arrange training and development program regularly, others banks
have different training and development idea
8. The allocation of training and development budget of CBL is not fully satisfactory
9. Employees of CBL are not fully satisfied with the overall training facilities that are
offered by the bank
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5.1 Recommendations:
Through the interview with the Human resource manager, it was realized that funds
for the organization of training and development programmers for employees was not
always readily available. From the research it can be concluded that training and
development of employees leads to improvement of their performance and the
performance of the organization as a whole. Therefore the needed funds for an
effective training and development programmer to take place should be made
available at all times by the organizations
Again, the interview with the human resource manager reveled that some employees
have an impression that these programmers are a waste of time and therefore do not
take it serious. Since it has been proven that these programmers has a direct link with
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performance of employees and the organization as a whole, rigorous education should
be given out on the importance of these programmers on the performance of
employees.
Again, management should create more opportunities for training and development of
their employee since it has been proven that there is a direct link between training and
development with performance. Therefore employees should be encouraged to go for
training and development program (in service training). This will brighten up their
ideas and will enable them to know more about the recent changes in technologies.
Finally management should clearly state the results for each employee. For instance
what change in employee knowledge, skills, attitudes and behaviors has occurred
after experiencing such programmers? It must also clarify what is to change and by
how much. The training and development goals should be specific, tangible,
verifiable, timely and measurable.
5.2 Conclusion:
City Bank Ltd. has to convert to all of their training system and policy of traditional
banking in to a modern system. As they have huge opportunities in case of large number
of branches and employee number. The modernization and digitalization might come
them very a very strong chance to lead the banking sector. I think which might be a
practical and bold decision. There are lots of local and foreign bank in Bangladesh; the
City Bank Ltd. is one of the promising private bank among them.
In this competitive market, City Bank Ltd. has to struggle not only the other commercial
banks but also the other public commercial bank. City Bank Ltd. is much more capable
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of number of employees. If it invests more funds in training and development and proper
procedure to utilize them, it will like leading company. It is obvious that the right
thinking of this bank including establishing a successful network over the country and
increasing resources will be able to play a considerable role in the portfolio of
development. Success in the banking business largely depends on effective nursing of
human resource into real resource not the member of just human.
Reference
Book Reference:
McGill, M.E. and Slocum, J.W. (1993), Unlearning the organization, Organizational
Dynamics, pp. 67-79.
McNamara, C. (2017). Employee Training and Development: Reasons and
Benefits.http://managementhelp.org/trng_dev/basics/reasons.htm.21/07/2011
Mwita, J. I. (2007), Performance management model: A system-based
Approach to system quality. The International Journal of Public Sector Management,
Volume 13, No. 1, pp. 19-37.
Nair, A. & Fissha, A. (2017). Rural Banking: The Case of Rural and Community
Annual Report of UBL 2016.
Many official documents [Collect from my supervisor]
Page No: 50
Web Reference:
www.uttarabank.com.bd
Annual Report of City Bank Limited-2017
https://www.uttarabank-bd.com/index.php/home/news/2016
http://www.slideshare.net/sjhus/22 -immutable -laws -of -branding.
http://en.wikipedia.org/wiki/Brand [Data collect in 20 august 2016]
Annual Report of City Bank Ltd. Retrieved from http://www.CBL.com
https://www.citybank-bd.com/index.php/home/annualreports
https://www.Citybank-bd.com/areport/AnnualReport-2016_03_05_2017.pdf
https://www.Citybank-bd.com/index.php/home/atglance
https://www.Citybank-bd.com/index.php/home/indivisions
https://en.wikipedia.org/wiki/Accounting_information_system
Appendix
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A. Strongly disagree
B. Disagree
C. Occasionally affected
D. Affected
E. Strongly affected
Q3.Do you agree successful training procedure apply a competency based hiring
approach?
A. Agree
B. Strongly Agree
C. Disagree
D. Moderate
E. Disagree
Page No: 52