training and development practice of al arafah islami bank ltd
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Training and Development Practice
Of
Al-Arafah Islami Bank Limited
Submitted b
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1. Origin of the report:
1.1. Background of the study:
1.2. Objectives:1.3. Methodology of the internship program report:
1.3.1. ypes of research: for my internship research i am conducting
1.3.2. !ata collection:1.3.3. Methods for primary data collection:
1.3.". #ampling plan:
1.". $ationale of the study:
1.%. #cope of the study:1.&. 'imitations of the report:
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I$T)OD*'TIO$
Title of the report+
( am a student of )niversity Of !evelopment *lternative . My major is +uman $esource
Management ,+$M-.( am done my internship in *l*rafah (slami Bank 'imited . My
title of the report is /raining 0 development ractice of *l*rafah (slami Bank
'imited .
," Origin of the report+
his report has been prepared as a reuirement of the internship program of B.B.*
students of )niversity Of !evelopment *lternative. ( have done my internship program
on 1"thoct to 24 december 2515. his hree months internship period has helped me to
match6 ( have been can use theoretical kno7ledge of training 0 development6 7hich (
acuired from my institute and 7ith understanding ractical kno7ledge. he kno7ledge6
7hich has been acuired in my (nternship eriod6 ( have tried my level best to sho7 in
this report.
,"," BA'#)O*$D O. T/& ST*D0+
(nternship a practical course of BB* program6 this is done. his is an individual report. (
have been 7orking at 8oreign 9change Branch of *l*rafah (slami Bank 'imited . 8or
the last three months. *nd supervise by eperienced eecutive and officers. *nd have
general idea about the organi;ations culture of a private commercial bank in Bangladesh.
,"1" OB2&'TI3&S+
Broad Ob4ective*naly;e the customer relationship and competitive scenario of *l*rafah (slami Bank
'imited
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Specific Ob4ectives+
he indispensable aim is to fulfill the partial reuirements of Bachelor of #cience
in Business *dministration degree. o analy;e Marketing Mi of *(B'
Marketing Mi of some other banks
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,"5"7" SA%PLI$# PLA$+
opulation +ere ( considered the client of the bank6 employee6 and other privatebank as my target population.
#ample unit: ( considered the individual client of the bank6 employee6 and
employee of other private bank as my sample unit.#ampling Method
i-=onprobability sampling.
ii-hile ( 7as doing my internship as 7ell as my internship report ( had to face manyproblems 7hich can be called as limitations. *nd limitations are as follo7s:
Time (as one the big limitation of m
Biasness ma come from the respondent:s internship report"
.inancial limitation (as a ver limitation of m internship"
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2.1 training 0 development:
2.2 objectives of training 0 development
2.3 importances of training 0 development:
2." methods of training
2.% managerial onthejob training:
2.& off thejob management training0 development:
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Introduction
raining 0 !evelopment practice under the +$M. raining 0 !evelopment practice
!evelop the +uman $esource by their skill6 performance6 efficiency6 technical kno7 ho7
policy making6 planning6 decision and advance thinking etc.
2.1 raining 0 !evelopment:
Training+
raining is the acuisition of ne7 skills and kno7ledge relevant to a job.!evelopment involves the gro7th of an individual@As 7ider education
and capabilities 7ithin a field of employment.
(nduction training familiari;es ne7 employees 7ith their role and responsibilities.
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1"1 Objective of raining 0 !evelopment
=eeds result in training and development objective6 7hich should state the desired
behavior and the condition under 7hich it is to occur. hese stated objectives then
become standards against 7hich individual performance and the program can measured.8or eample6 the objective for airline reservationists might be states as follo7s:
1. rovide flight information to call in customers 7ithin thirty second.2.
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Organi
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The .ive-Step of Training and Development+
i. =eeds analysis step6 identifies the specific job performance skills needed6
assesses the prospective trainees skills6 and develops specific6 measurable
kno7ledge and performance objectives based on any deficiencies.
ii. (nstructional design 6you decide on 6compile6 and produce the training
program content 6including 7orkbooks6 eercise 6and activities 6here youDll
probably use techniue like those discussed in this chapter 6such as on the job
training and computer assisted learning.
iii. Falidation step6 in 7hich the bugs are 7orked out of the training program by
presenting it to a small reprehensive audience.
iv. (s to the implement the program6 by actually training the targeted employee
Group.
v. (s an evaluation step6 in 7hich management assesses the programDs success or
failures.
1"7 %ethods of Training
here are various methods of training 7hich can be
divided into cog native and behavioral methods .rainers need to under stand the
pros 0 cons of each method also its impact on trainees keeping their background and
skill in mind before giving training.
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he various methods that come under cog native approach are6
1. on the job training.
2. *pprenticeship training
3. (nformal learning
". Hob instruction training
%. 'ectures
&. *udiovisual based training
?. #imulated training
Behavioral Methods: hese methods are more of giving practical training to the trainees.
he various methods under behavioral approach allo7 the trainee to behavior in a real
fashion. hese methods are best used for skill development.
he various methods that come under behavioral approach are6
1. Games 0 simulations
2. Behaviormodeling
3. Business games
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ROLE OF TRAINING
Graph: 1
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*ssess trends in.9ternal labor market.current employees
.8uture org plans
.General economictrends.
8orecast internal
supply
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Graph: 2
3.1 background of *l*rafah (slami Bank 'imited
3.2 visions
3.3 missions
3.% operational area of *l*rafah (slami Bank 'imited ltd.: duct 0 service:
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3.& capital and reserves
3.? a glance profitability position of the *(B' ,last % years-
3.1 History of Al-Arafah Islami Bank Limited(AIBL ):
Bangladesh is one of the largest Muslim countries of the 7orld. he population of
the country is deeply committed to (slamic 7ay of life as enshrined in the +oly
Iuran and #unni. =aturally it remains a deep cry in their hearts to fashion and
design their hearts to fashion and design their economic lives in accordance 7ith
the precepts of (slam. *l*rafah (slami Bank 'imited 'imited. he prime
objective of *l*rafah (slami Bank 'imited is to serve the people for attainment
of their economic goal and success in life here and hereafter. *'*$*8*+
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(#'*M( B*=J '(M(9! stands not only for material 7ell being but also for
ethical development of its customers. he incorporation of *(B' on May 1EE% is
the true reflection of this inner urge of its people6 7hich started functioning 7ith
effect from Hune 146 1EE%. (t is committed to conduct all banking and investmentactivities on the basis of interestfree profitloss sharing system. (n doing so6 it has
unveiled a ne7 hori;on and ushered a ne7 silver lining of hope to7ards
materiali;ing a long cherished dream of the people of Bangladesh for doing their
banking transactions in line 7ith 7hat is prescribe by (slam. *larafah (slamic
Bank 'imited has by no7 earned the uniue position of a leading private
commercial bank in Bangladesh.
/*l*rafah (slami Bank 'imited offers the full range of banking services for
personal and corporate customers6 covering all segments of society 7ithin the
frame7ork of Banking
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he Bank is managed by a eam of professional 9ecutives and Officials having
profound banking kno7ledge 0 epertise in different areas of management and
operation of Banks. !uring the short span of time6 *l*rafah (slami Bank 'imited
so far introduced a good number of attractive deposit products to broaden theresource base and also (nvestment products to deploy the deposit resources so
mobili;ed. #ome more schemes covering the deposits6 (nvestments 0 #ervices
7ill be introduced gradually in near future suiting to the taste and reuirement of
the clients. he Bank has a strong #hariah
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!atre of Bsiness Comme#cial, Co#po#ate,
$%estmet & 'etail aki
irst meetin# of the promoters
held on
*th+eptembe#, 199"
*ate of Certi&ate of
In&orporation
1st a!, 199"
*ate of Certi&ate of
Commen&ement of Bsiness
. +eptembe#, 199"
Bankin# Li&ense re&ei+ed on 1th Ap#il, 199"
irst Bran&h Li&ense re&ei+ed on .*th Ap#il,199
Ina#ration held on .th +eptembe#, 199"
Athori,ed Capital k"000000000"00 c#o#e"
Paid p Capital k"*6.0000"00 c#o#e"
!mer of Bran&hes (as on
/./1./1)
9
Aditors 2olada# 4uus & Compa!"
Board of *ire&tor .0!o. of 'ponsor *ire&tors 19
Meeting of Board of Diretors ..9"
Board 'ommittees+ he Board responsibility of each committee is
determined by the Board of !irectors 7ho also decides on the
composition of each committee. M! Badiur $ahman is the chairman of
*(B'. #harker Md #hameem (bal is the vice chairman
&=ecutive committee+*ll routine matters beyond delegated po7ers of
management are decided upon by or routed through the 9ecutive
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plays a vital role in advising and guiding on the implementations and
compliance of #hariah principles in all activities of the Banks particularly
on the modes of (nvestment. Mufti *bdur $ahman is the chairman of
shariah council.
Branch Information of AIBL +
he Bank commenced its business on june 146 1EE% by opening its 1 stbranch is
!haka Main branch at 3&6 !ilkusha6 !haka obtaining the license from Bangladesh
Bank6 the central bank of Bangladesh. he bank opened % ,five- branches in 1EE%6
& ,si- branches in 1EE&6 4 ,eight- branches in 1EE?6 11 ,t7o- branches in 1EE46 "
,four- branches in 1EEE6 1& ,siteen- branches in 2552 0 255?. )p to #eptember
316 2554 *(B' established 2? branches and no7 E% branches to all over the
country to give a cordial service to their customers. #ome of branches locations
are given bello7.
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1E. Ja7ran Ba;ar Branch 9 Bhaba, 13 azi &azr(l I+la A7e(e,
a4ra Bazar, Dhaka
25. Jeranigonj Branch Ma Plaza ?1+t :loor, *hohi! &oar,
araioj, Dhaka
21. Madhabdi Branch6=orsingdi
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3%. #ylhet Branch Al-:alah 9o4er ?1+t @loor, Dh('a!ihir
P(rbo'ar, oto4ali, *ylhet
3&. F+ Bazar
3?.
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3. ision:
o be the uniue modern (slami Bank in Bangladesh and to make significantcontribution to the national economy and enhance customersA trust 0 7ealth6
uality investment6 employeesA value and rapid gro7th in shareholdersA euity.
3. 'trate#y
o strive for customers best satisfaction 0 earn their confidence.
o manage 0 operate the Bank in the most effective manner.
o identify customers needs 0 monitor their perception to7ards meeting
those reuirements.
o revie7 0 updates policies6 procedures 0 practices to enhance the ability
to etend better services to the customers.
o train 0 develop all employees 0 provide them adeuate resources so
that the customers needs are reasonably addressed.
o promote organi;ational efficiency by communicating company plans6
polices 0 procedures openly to the employees in a timely fashion.
o cultivate a congenial 7orking environment.
o diversify portfolio both the retail 0 7holesale markets.
3.3 0otto:
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Table >5"8?+ 'orporate %anagement of AIBL
Top %anagement
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3.4 $r#ani,ational Chart of AIBL :
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Board of Director
*l*rafah (slami Bank 'imited Ks Board of !irectors consists of the follo7ing
posts
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3.4 Information of AIBL!$"H '$5H "$A*Bran&h:
he branch 7as established 2& th#eptember6 255"6 it is situated at the floor of
#aheed =a;rul (slam *venue6 =orth #outh $oad6 !haka1155. he bank is
designed under one floor. (t has been providing (slam Banking #ervices for the
customers of =orth #outh $oad 6Bangshal6 area.
Department of the Branch+
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".1 introductions:
".2 human resources department of bank :.
".3 organi;ations of the human resources of bank:
"." objectives of the human resources department of bank:".% basic principles of +$M:
".& functions of the human resource department:
".? core functions of human resources department in bank:
".4 define training and development:
".E objectives of training:
".15 objectives of training related to bank:".11 objectives of training related to individual:
".12 methods of training used by6 *l*rafah (slami Bank 'imited :
".13 managerial onthejob training:
".1" off the job training methods:
".1% methods of development:
".1& benefits for employees:".14 training institutes of *l*rafah (slami Bank 'imited :
".1E objectives of training institutes:
".25 activities of *(B'6 dhaka:
".21 training performance ,2551255E-:
".22 training performance255E:".23 7orkshops:
".2" computer courses :
".2% training performance 255E :
".2& erformance 9valuation and erformance $e7ard
".2? benefits for the organi;ation:
".24 training institutes of *l*rafah (slami Bank 'imited :
".2E rating report:
".35 human resources:
".31 training 0 motivation:
".33 staff 7elfare project:".3" manpo7er position as on 31 !ecember 255&
".3% training 0 motivation:
".3& *l*rafah (slami Bank 'imited foundation
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7", Introduction +
9mployeeAs are the core resources of any organi;ation6 7ithout them6 one can not run
their organi;ation6 and human resources is conducted 7ith the gro7th of development of
people to7ard higher level of competency6 creativity and fulfillment. (t help employeeAs
become better more respon*(B' e person and then it tries to create a climate in 7hich
they contribute to the limits of their improved abilities. (t assumes that epanded
capabilities and opportunities for people 7ith lead directly to improvements in operating
effectiveness. 9ssentially6 the human resource approach means that people better result.
Bank al7ays determine 7hat jobs need to be done6 and ho7 many and types of 7orkers
7ill be reuired.
+uman $esource !epartment is respon*(B' e for the main dimension of people of the
organi;ation. (t is respon*(B' e for hiring competent people6 training them6 helping them
perform at high levels and mechanisms to ensure that these employees maintain their
productive affiliation 7ith the organi;ation. +uman $esources !epartment of Bank
'imited is solely respon*(B' e mainly for recruitment6 training and development6
ensuring compensation and benefits of staffs6 performance appraisals and re7ards. >ith
all those core functions +uman $esources !epartment linkage its operations meet the
organi;ationAs objectives.
7"1 /uman )esources Department of Bank Limited +
+uman resources !epartment of is one of the most valued departments 7ith the
responsibilities of staffing6 training and development6 organi;ation development6
performance appraisals6 re7arding6 control and maintenance etc. >ith the start of he
+uman $esources !epartment of eperienced eecutives to carry out the 7hole
responsibilities. he +uman $esources !epartment of stands in its +ead Office at
Motijil6
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7"5 Organi
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7"8 Basic Principles of /)%+
reat people 7ith respect and dignityL !eal 7ith people as complete individuals.
reat all employees 7ith justice.
rovide people 7ith justice.
Make people feel that they are most valuable asset for the organi;ation.
$e7ards should be earned6 not given.
=ot to underestimate the potentials of people.
rovide people 7ith all relevant information.
7"9 .unctions of the /uman )esource Department+
o control the administration of human resources of the bank
o access and collect compatible personnel 7ho 7ill be perfect for the bank
o take program and implement for developing human resources.
o make appointment6 promotion and appraising skill of officer and stuff
o maintain relationship 7ith government and other institution
o access and grant retirement facilities at the time of retirement o communicate 7ith e union scrutini;ing their demands
o give loan for house building6 car6 motorcycle and ensure their proper
utili;ation
o give medical facilities to the staff.
o maintain and grant leaves 7ithout regular leave
o coordinate and evaluate the branch office
o prepare and implementation policy about human resources and related
activities.
o perform the activities assigned by the department head
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7"@ 'ore .unctions of /uman )esources Department in Bank+
8igure: e can classify the
objectives in t7o major headings.
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7",C Ob4ectives of training related to Bank+
*chieving efficiency in operation.
(mproving kno7ledge on ne7 method.
(nforming the banking policy
roviding kno7ledge on bankcustomer relationship.
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interpersonal relations and sustaining healthy 7ork environment. his need for
training therefore also cannot be altogether ignored.
&. (mparting radespecific #kills: (n industrial employment6 the convention is to
recruit 7orkers and employees through compulsory apprenticeship training
#uch apprenticeship training enables an organi;ation to impart industry and
trade specific skills to 7orkers. his also6 therefore6 is an important need for
manpo7er training.
?. #tabili;ing the >orkforce: hroughout the 7orld the importance of training is no7
increasingly felt for stabili;ing the 7orkforce to 7ithstand the technological change
and for making the organi;ation dynamic in this changed process. Management
theorists no7 unanimously agree that it is the responsibility of the organi;ation to
train and develop their manpo7er as continuous process.
7",1 %ethods of Training used b Al-Arafah Islami Bank Limited +
Methods are the 7ays through 7hich. employees are trained. H*M (1=n Bank 'imited
uses several methods of training depending on the situation and training objectives.
+o7ever6 the methods of training can primarily classify into t7o types. Onthe job
raining ,5.1- means having a person learn a job by actually doing it. every employee6
from mailoorm clerk to company president6 gets on the job training 7hen he or she joins
a firm. (n many firms6 OH is the only training available.
he most familiar type of on the job training is the coaching or understudy method. +ere6
an eperienced 7orker or the traineeAs supervisor trains the employee. *t lo7er levels6
trains may acuire skills by observing the supervisor. But this techniue is 7idely used at
topmanagement level too. * potential future
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trainee- moves from job to job at planned intervals6 is another OH techniue.here are
some steps to help insured OH #uccess
Step +, Prepare the Learner+
1. ut the learner at ease relieve the tension.
2. 9plain 7hy he or she is being taught6
3.
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uantity standards.
3.
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On the job training is not just for non managers. Managerial on the job training
methods include job rotation the coachingunderstudy approach6 and action learning.
," 2ob )otation+
Hob rotation means moving management trainees from department to department to
broaden their understanding of all parts of all parts of the business and to test their
abilities. he trainee often a resent college graduate may spend several months in each
department. he person may just be an observer in each department6 but more commonly
gets fully involved in its operations. he trainee thus learns the departmentAs business by
actually doing it6 7hile discovering 7hat jobs he or she prefers.
1" 'oachingF*nderstud Approach+
+ere the trainee 7orks directly 7ith a senior manager or 7ith the person he or she is to
replace6 the latter is respon*(B' y for the traineeAs coaching. =ormally6 the understudy
relieves the eecutive of certain responsibilities6 giving the trainee a chance to learn the
job.
5" Action Learning+
*ction learning programs give managers and others released time to 7ork fulltime on
projects6 analy;ing and solving problems in departments other than their o7n. he basics
of a typical action learning program include.
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ne7 product. ou could use 7ritten materials instead6 be they may reuire considerable
more production epense and 7onAt encourage the giveandtake uestioning that lectures
do.
1" Programmed Learning+
>hether the medium is a tetbook6 computer6 or the (nternet6 programmed 'eering ,Or
programmed instruction- is a stepbystep6 selfleaning method that consists of there
parts.
1. resenting uestions facts or problems to the learner
2. *llo7ing the person to respond
3. roviding feedback on the accuracy of ans7ers.
Generally6 programmed learning presents facts ad follo7up uestions. he learner can
then respond6 and subseuent frames provide feedback on the accuracy of his or hear
ans7ers. >hat the net uestion is often is often depends on the accuracy of the learnerAs
ans7er to the previous uestion. rogrammed learningAs main advantage is that it reduces
training. (t also facilitates learning because. (t lets trainees learn at their o7n pace6
provides immediate feedback and ,from the learnerAs point of vie7- reduces the risk of
error.
5" Audiovisual-Based Training+
*udiovisualbased training techniues like6 o7erointAs6 vide conferencing6 audiotapes6
and videotapes can be very effective and are 7idely used. he 8ord Motor hen there is a need to illustrate ho7 to follo7 a certain seuence over time6 such as
7hen teaching fa machine repair. he stopaction6 instant replay6 and fast ar slo7
motion capabilities of audiovisuals can be useful here.
2. >hen there is a need to epose trainees to events not easily demonstrable in live
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lectures6 such as a visual tour of a factory or openheart surgery.
3. >hen you need organi;ation 7ide training and it is too costly to move the trainers
from place to place.
". #imulated training ,occasionally called vestibule training- is a method in 7hich
trainees learn on the actual or simulated euipment they 7ill use on the job6 but areactually trained off the job. his is a necessity 7hen it is too costly or dangerous to
train employees on the job. utting ne7 assemblyline 7orkers right to 7ork could
slo7 production6 for instance6 and 7hen safety is a concernas 7ith pilotssimulated
training may be the only practical alternative.
#imulated training may take place in a separate room 7ith the same euipment the
trainees 7ill use on the job. +o7ever6 it often involves the use of euipment simulators.
(n pilot training6 for instance6 airlines use flight simulators for safetyA6 learning efficiency6
and cost savings6 including sayings on.
8" 'ase Stud+
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cheaper rate. 9ven though training through elearning is globally increasing6 7e do not
have adeuate empirical evidence to justify this.
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7",8 %ethods of Development+
#ome development of an individualAs abilities can take place on the job. >e 7ill revie7
several methods6 three popular onthejob techniues
1- Hob rotation
2- *ssistantto position
3-
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5" 'ommittee Assignment+
hen committees are of a temporary nature6 they often
take on taskforce activities designed to develop into a particular problem6 ascertain
alternative solutions6 and make a recommendation for implementing a solution.
hese temporary assignments can be both interesting and re7arding to the
employeeAs gro7th. *ppointment of permanent committee increase the employeeAs
eposure to other members of the organi;ation6 broadens his or her understanding6
and provides an opportunity to gro7 a make recommendation under the scrutiny of
other committee members. (n addition onthejob techniues described above6 7e
7ill briefly discuss three of the more popular ones: lecture courses and seminars6
simulations6 and outdoor training.
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,? Lecture course and seminars+
raditional forms of instruction revolved around formal lecture courses and seminars.
hese offered an opportunity for individuals to acuire kno7ledge and develop their
conceptual and analytical abilities. 8or many organi;ations6 they 7ere offered in house by
the organi;ation itself6 through outside vendors6 or both.
echnology is allo7ing for significant improvements in the training field. he use of
digiti;ed computer technology6 a facilitator can be in one location giving a lecture6 7hile
simultaneously being transmitted over fiberoptic cable6 in real time6 to several other
locations.
Over the past fe7 years6 7eAve 7itnessed an epansion of lecture courses and seminars
for organi;ational members. his has been in the form of returning to college classes6
either for credit to7ard a degree or by 7ay of Pcontinuing educationP courses. 9ither 7ay6
the outcome is the same. 9mployees are taking the responsibility to advanced their skills6
kno7ledge6 and abilities in an effort to enhance their valueaddress to their current or
PfutureP employer.
1? Simulations+
#imulations are probably ever more popular for employee development. he more 7idely
used simulation eercises include case studies6 decision games6 and role plays.
he casestudy analysis approach to employee development 7as populari;ed at the
+arvard Graduate #chool of business. aken from the eperiences of organi;ation6 these
causes represent attempts to describe6 as accurately as pos*(B' e6 real problem that
managers have faced. rainees study the case to determine problem6 analy;e causes6
develop alternative solutions6 select 7hat they believe to be the best solution6 and
implement it.
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7",@ Benefits for the organi
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7"1, T)AI$I$# P&).O)%A$'& >1CC,-1CC?+
he raining (nstitution plays a significant role in the field of training of officers and staffmembers of the bank. )nder different banner of the training courses in &" batches a total
number of "3EE Officers and 9ecutives have already been imparted training
0ear $umber of courses $umber of participant
>0earl basis?
2551 2% 2E1
2552 32 355
2553 3% "%5
255" 3E "2%255% "5 "2%
255& "5 %55
255? 33 %2%
2554 "2 %35
255E "5 %%5
Total 519 59
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7"11 Training Performance-1CC+
#l.
no:=ame of course 'evel of participants 8reuency
=umber of
participants
1 8oreign 9change 0 8oreign trade Officer to #O 1 312 Branch Management #r. Officer to #OBr.
manager
1 2&
3 Banking foundation
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Sl no" $ame of !orkshop Level of participants .reHuenc $umber of participants
1 Money 'aundering revention 9ecutives Br. ManagersA
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7"17 'O%P*T&) 'O*)S&S +
Sl
$o
$ame of course Level of participants .reHuenc $umber of
participants
1
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7"18 T)AI$I$# P&).O)%A$'& - 1CC +
roducts and services include:
ire transfer
*utomated clearinghouse ,*
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o sum up *l*rafah (slami Bank 'imited in a very short span of period has achieved
7hat many other bands have been striving for ever a much longer period.
7"19 Performance &valuation and Performance )e(ard
he +uman $esource !ivision plays strategic role in the development of *l*rafah
(slami Bank 'imited and finds them focusing strategies that 7ill align 7ith the strategic
business needs and priorities of the bank. +$! is managing a large number of employees
7hich is a challenging task and reuires efficient handling. +$! delivers day to day
operational support to its employees so that employees are being satisfied and believe
that as an employer /*l*rafah (slami Bank 'imited do care to its employees. *nd
later on they perform according to the business needs.
8rom the above data6 it has been found that employees of *l*rafah (slami Bank 'imited
Bangladesh are very much satisfied about training and development process provided by
the bank. +$! al7ays evaluate performance through observation6 7ork output6 strength
and than re7ard employees according to their ecellent performance. hey select and
re7ard employee on the basis of month and sometimes uarterly performance based.he
follo7ing charts sho7s employee strength and trained up employee strength of the *l
*rafah (slami Bank 'imited
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+ere6 ( have assumed a sample of &555 employees of *l*rafah (slami Bank 'imited
!ay by day *l*rafah (slami Bank 'imited investing a huge amount of money to train
their employees so that they can be more skilled6 increase their strength and perform up
to the mark. +ere6 each year employees strengths are increasing and this is fact they are
performing outstanding than before.
7"1@ Audit and Inspection+
he *udit 0 (nspection !epartment of (manpo7er. o detect operational deficiences lapses irregularities and reducing of the
different risks of banking functions. *(B' conducts regular *udit 0 inspection on all
the branches 0 departmentdivision of +O of the Bank as per rules guidelines of
regulatory authorities and (nternal
*udit manual $isk management guidelines operation manuals instruction
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7"5C )ating )eport+
*s per Bangladesh Bank Guidelines 7e have got rated by
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human resource amongst the eisting and future branches. *s a part of social
commitments Bank accommodated 232 students from different reno7ned universities for
doing internship program in our Bank during the year 2554. he Bank has recruited
eperienced ne7 manpo7er to strengthen its large
scale operations. otal manpo7er employed in the Bank including Managing !irector is 12E& at
31 !ecember 255E: 7hich 7as 1545 at the end of the last year.
7"51 Training ; %otivation+
raining is one of the most effective and 7ell recogni;ed 7eapons in developing human
resources. raining programs are being carried out for the robationary Officers. *ssistant
Officers6 Hunior Officers6 Branch Managers and Officers of different grades and 9ecutives by
*l*rafah (slami Bank 'imited raining 0 $esearch *cademy from (tAs very (nception. *(B($*
sets trainingplans from the early hours of the year and every year a training calender is prepared
and approved by the Board of !irectors of *l*rafah (slami Bank 'imited 'td. raining
*cademy conducts training
training aids e.g. multimedia projector po7er point presentation6 flip chart etcL ate used 8or the
purpose of assessing trainees kno7ledge and skill precourse and post course evaluations are
done. 9volution of the trainers is also conducted secretly by the participants for making training
more effective.
(n 255E otal number of %35 trainees 7ere trained at training *cademy through "2 training
courses 7orkshop consisting of 1"1 7orking days. * total 255 eecutivesofficials have trained
on different subject through & outreach and 1551nhouse training at Branches.P he numbers of
officials trained in 255E is 11 times of the total manpo7er of the BankL that is6 in this year each
official has attended in on average of 11 ,eleven- training programs. (n these programs training
sessions 7ere conducted by resources persons from Bangladesh Bank. B(BM and many other
government and private Band and financial institutions besides BankAs o7n speakers. *s a genteel
member of Bangladesh (nstitute of Bank Management ,B(BM- 13 officers and eecutives have
got training form that institution on different courses in this year. *t the same time6 some other 15
officers and eecutives of the Bank have been trained in several training institutes including
Bangladesh Bank raining *cademy and others.
Moreover6 3 eecutives of the Bank participated in training courses in (ron and Malaysic in the
year of 255E.
* list of training courses6 seminar 0 7orkshop conducted during the year 255E is given belo7.
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SL $o Sub4ects $umber $umber participants
1. raining
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e. $efreshers
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he Bank al7ays keep a careful eye on the economic security and benefit of its
staffs 0 officers. he Bank operates a contributory provident fund a social security
0 benevolent fund and gratuity fund for its employees.
7"57 %anpo(er position as on 5, December 1CC9
$9O$ O8 +9 BO*$! !($9
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7"58 Training ; %otivation+
raining and Motivation are utmost important to bring about positive change in the
outlook of the manpo7er and to increase efficiency. #ets of trained and efficient
7orkforce are indispensable for any commercial bank and they are the fundamental
strength of the bank. >ell trained and highly motivated personnel are a prereuisite for
running (slami Bank in a traditional society like Bangladesh. Jeeping this vie7 in mind
training program on banking and motivational programs are being implemented in 255&.
>e have trained a total number of 3&1 trainees through 11 training courses consisting of
"& 7orking days in 255&. (n these training programs special guest from Bangladesh
Bank6 B(BM6 and many other government and private Bank and financial institutions
have directed the classes6 besides Banks o7n speakers. *s a general member of
Bangladesh (nstitute of Bank Management ,B(BM- ?5 officers and eecutives have got
training from that institution on different courses. *t the same time6 some other 25
officers and eecutives of the Bank have been trained in several training institutes
including Bangladesh Bank raining *cademy and others. #ince every branch and head
office have arranged regular program on !arse Iuran and !are +adith. he total
manpo7er of the Bank6 clients and the 7ishers are being trained. his 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
eecutives as 7ell. (nshallah6 in the coming years the overall programs of the training
7ill get an increased shape.
7"59 Al-Arafah Islami Bank Limited .oundation+
*portion of income of the bank is being spent on philanthropic activities. *mong other
philanthropic activities6 running of *cid 8oundation. !ruge *ddicted erson #oluation
8oundation.
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%.1 Major 8inding
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*ppendi
Bibliography 0 $eference
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'onclusion+
*s an organi;ation the *l*rafah (slami Bank 'imited has earned the reputation of top
banking operation in Bangladesh. he organi;ation is much more structured compared to
any other bank operating local or foreign in Bangladesh. (t is relentless in pursuit of
business innovation and improvement. (t has a reputation as a partner of consumer
gro7th.
>ith a bulk of ualified and eperienced human resource6 *l*rafah (slami Bank
'imited can eploit any opportunity in the banking sector. (t is pioneer in introducing
many ne7 products and services in the banking sector of the country. Moreover6 in the
overallbanking sector6 it is unmatched 7ith any other banks because of its 7ide spread
branch net7orking thought the country.
his report tries to figure out most of the indicators of problems and strengths of *l
*rafah (slami Bank 'imited as a valid pretender in the competitive banking sector of
Bangladesh. * severe cut throat competition is going on currently in this sector and thatDs
7hy *l*rafah (slami Bank 'imited has to 7ork out 7ith different dimensions like C
product diversification6 market forecasting6 proactive activities undertaken by *l*rafah
(slami Bank 'imited and some suggestion to get rid of the predicaments that eist.
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