CHAPTER - 1

1.1 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.

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 - 2
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 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_20

CHAPTER - 3
3.1 Training:
5

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:

8

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 - 4
4.1 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

10

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

11

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.

12

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

13

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

14

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.

15

4.4 Hierarchy of Bank Asia Ltd

Figure: 1 Hierarchy of Bank Asia Ltd.

16

4.5 Financial Summary of Bank Asia Ltd.(2014)

Figure 2 Financial overview of Bank Asia Ltd.

17

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.

18

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.

19

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

20

4.7 Functions of Bank Asia Ltd

Primary functions
Accepting 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

21

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-5
22

5.1Employee 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

23

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

24

5.4 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.

25

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.

26

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.

27

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

Special
Training

Traditional
Banking
Training

IT
Training

Sales
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 .

28

CHAPTER-6
6.1 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
Gender
Male
Female

No.
10
7
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

29

Table 2
SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES
TYPE

NO. OF RESPONDENTS

PERCENTAGE

ON JOB TRAINING

35%

OFF JOB TRAINING

53%

BOTH

12%

TOTAL

17

100%

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
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

STRONGLY AGREE

24%

AGREE
NEUTRAL

13
0

76%

DISAGREE

STRONGLY DISAGREE

TOTAL

17

100%
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
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

STRONGLY AGREE

12

71%

AGREE
NEUTRAL

5
0

29%

DISAGREE

STRONGLY DISAGREE

TOTAL

17

100%
Figure 4

Ability to apply the knowledge learned from

Training
0%
29%

Strongly agree
agree
Neutral
Disagree
Strongly disagree
71%

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
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

AGREE
NEUTRAL

9
5

53%
29%

DISAGREE

18%

STRONGLY DISAGREE

TOTAL

17

STRONGLY AGREE

100%
Figure 5

TRAINING OBJECTIVE FOR EACH TOPIC WERE

IDENTIFIED AND FOLLWED
10
8
6

5
3

2
0

0
Strongly
agree

agree

0
Neutral Disagree Strongly
disagree

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 6
The Training contents were organized and easy to follow
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

AGREE
NEUTRAL

4
10

24%
5%

DISAGREE

18%

STRONGLY DISAGREE

TOTAL

17

STRONGLY AGREE

100%

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
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

STRONGLY AGREE

29%

AGREE
NEUTRAL

12

71%

17

100%

DISAGREE
STRONGLY DISAGREE
TOTAL

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 8
THE TRAINERS WERE KNOWLEDGEABLE
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

12
5

71%
29%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

TOTAL

17

100%

Figure 8
THE TRAINERS WERE KNOWLEDGEABLE
14
12
10
8
6

12

4
5

2
0

0
Strongly
agree

agree

Neutral

Disagree

Strongly
disagree

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 9
THE QUALITY OF THE INSTRUCTION WAS GOOD
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

17

100%

17

100%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
TOTAL

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 10
THE TRAINER MET THE TRAINING OBJECTIVE
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

AGREE
NEUTRAL

9
5

53%
29%

DISAGREE

18%

17

100%

STRONGLY AGREE

STRONGLY DISAGREE
TOTAL

Figure 10
THE TRAINER MET THE TRAINING OBJECTIVE
0%
18%

0%
Strongly agree
agree
53%

29%

Neutral
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 11
CLASS PARTICIPATION AND INTERACTION WERE ENCOURAGED
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

STRONGLY AGREE

47%

AGREE
NEUTRAL

53%

17

100%

DISAGREE
STRONGLY DISAGREE
TOTAL

Figure 11
CLASS PARTICIPATION AND INTERACTION
0% WERE ENCOURAGED
0%
0%
Strongly agree
47%
53%

agree
Neutral
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
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

STRONGLY AGREE

24%

AGREE
NEUTRAL

10
3

59%
18%

17

100%

DISAGREE
STRONGLY DISAGREE
TOTAL

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
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

STRONGLY AGREE
AGREE
NEUTRAL

9
8

53%
47%

17

100%

DISAGREE
STRONGLY DISAGREE
TOTAL

Figure 13
EXAMPLES, VISUAL AIDS USED
0%
0%
0%
Strongly agree
agree

47%
53%

Neutral
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 14
HOW DO YOU RATE THE OVERALL TRAINING
RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

17

100%

17

100%

EXCELLENT
GOOD
AVERAGE
POOR
VERY POOR
TOTAL

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-7
7.1 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-8
8.1 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.