A Report of Training and Development Process of Brac Bank Limited

7/25/2019 A Report of Training and Development Process of Brac Bank Limited

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Chapter 1:

Introduction



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1.1 Background of the study

This report is originated as a partial fulfillment of the BBA program of Bangladesh

University of Business & Technology. This report is a mandatory requirement for BBA

completion. e have !or"ed at Brac Ban" #td. $irpur %ranch and the eperience of

!or"ing at Brac Ban" #td. has helped us to match our theoretical "no!ledge !ith practical

understanding. As an intern of Brac Ban" #td. I !as provided !ith the topic “Training &

Development Process.”

1.2 ignificance of the report

'ducation !ill %e the most effective !hen theory and practice %lends. Theoretical "no!ledge

gets its perfection !ith practical application. e all "no! that there is no alternative of

practical "no!ledge !hich is more %eneficial than theoretical aspects. The prime reason of

this study is to %ecome familiar !ith the practical "no!ledge. As the students of %usiness

studies !e have no "no!ledge to face the real life situation. By this study !e get idea

%et!een the gap theoretical "no!ledge and practical application & it may help us in practical

life.

1.! cope of the report

The report deals !ith the training & development process in terms of theoretical point of

vie! & practical use. The study !ill allo! learning a%out the training & development issues(importance( modem techniques & models used to ma"e it more efficient. The study !ill help)

learn the practical procedures follo!ed %y the leading organi*ations. $oreover the study !ill

help differentiate %et!een the theories and practice that direct to reali*e ho! the organi*ation

can improve their training & development.

1." #$%ectives of the report

Broad o$%ective

The prime o%+ective of the study is to analyse the training & development process %y Brac

%an" ltd.

pecific o$%ectives

To "no! a%out the training process follo!ed %y BB#.

To "no! a%out the training & development methods follo!ed %y BB#.

To identify the pro%lems of training & development process & to recommend

necessary measures to overcome the pro%lems.



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1.' (ethodology

The study requires a systematic process from selection of the topic to preparation of the final

report. The data sources of this study !ere to %e identified and collected( to %e classified(

analy*ed( interpreted and presented in a systematic manner and "ey points !ere to %e found

out. The overall process of methodology is given in the follo!ings:

a) *esearch Design

This is a descriptive ,esearch( !hich %riefly reveals the overall training & development

process it has %een administered %y collecting %oth primary and secondary data of Brac Ban"

#imited.

$) ampling plan

• Population: The target -opulation !as the 'ecutives( perative employees

!ho are !or"ing in BB#.

• ample +nit: Any employee !ho is !or"ing in BB#. at $irpur %ranch.

• ample i,e: Total /ample si*e !as respondents !hich includes %oth

eecutive & operative employees( here sho!n in the follo!ing ta%le:

'ecutive perative employees Total

0 2

• ampling (ethod: The non3pro%a%ility suita%le sampling method !as

used for collecting the information & to identify the respondents.

• ample -rame: The list of employees !ho are !or"ing only in BB#.

• uestionnaire Design: 4uestionnaire !as prepared !ith %oth open ended

& closed question. 4uestionnaire !as made for eecutives & operatives. The

average time questioning is 12506 minutes. The nature of the questions used in

the questionnaire is dichotomy to our questions !ith determinant choice

questions & one open ended question.

#pen ended /uestion pen3ended questions are ones that require more than one

!ord ans!ers. The ans!ers could come in the form of a list( such as !hat is your

favorite memory from childhood7

0losed ended /uestion If you can ans!er a question !ith only a 8yes8 or 8no8

response( then you are ans!ering a close3ended type of question li"e( Are you

feeling %etter today7



4

• Types of Data used: $ainly 0 types of data !ere used:

Primary data: It is the data !hich is collected %y the researcher

directly %y survey o%servation & eperience. : if the researcher

conducts a survey for the collection of data then it is "no!n as primarydata.

econdary data The data ta"en %y the researcher from secondary

sources( internal or eternal that means !hich !as collected & used

previously for another purpose.

c) ources of Data

/ources of data of this report can %e divided into 0 !ays:

Primary ources Through questionnaire survey

econdary ources

• Annual report of BB#9ear3061;<

• Class lecture

• e% %ase support from the internet9 http:55!!!.%rac%an".com<

1.3 Data 4nalysis

Both the qualitative & quantitative analysis has %een follo!ed in this research. 4uantitative

question !ere scaled !ith !ell3"no!n #i"ert method. To analy*e the gathered data different

types of computer soft!are !ere used as $icrosoft !ord( $icrosoft 'cel & $icrosoft

-o!er point.

1.5 6imitation of the tudy

'very matter has some limitations. Therefore( this is also not an eception. The

limitations of this report are %een sated %elo!:

Time 6imitation: =ue to time restriction( the study is concentrated in selected areas.

It is really very short time to "no! details a%out the overall training & development

process of an organi*ation.

7nade/uate Data Because of the un!illingness of the "ey persons to provide the

required information( necessary data collection %ecome hard( they are etremely

%usy to perform their duty.

6ack of *ecord: Availa%le data also could not %e verified.



5

6ack of eperiences As a 1st hand researcher of the organi*ation( it !as not

possi%le on us to epress some of the sensitive issues as it require.

Chapter 0:

Theoretical Analysis



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2.1 Definition of Training

A process of acquiring the "no!ledge( developing s"ills & shape up the attitude that is

important to gain competitive advantage. It should %e vie!ed %roadly as a !ay to create

intellectual capacity that includes %asic s"ills( advanced s"ills( an understanding of the

customer or manufacturing system & self3motivated creativity.

rgani*ed activity aimed at imparting information and5or instructions to improve the

recipient>s performance or to help him or her attain a required level of "no!ledge or s"ill.

Training is teaching( or developing in oneself or others( any s"ills and "no!ledge that relate

to specific useful competencies.

It is a learning that provided in order to improve performance on the present +o%.

Training is the process of teaching ne! 'mployees the %asic s"ills they need to perform their +o%s.

Training is a hallmar" of good management and a tas" that managers ignore at their peril.?aving high potential employees doesn>t guarantee they !ill succeed. The firm>s training

programs must ma"e sense in terms of the company>s strategic goals3 this is the strategiccontet of the training program.

8eed for Training

Training is !idely considered as an important tool for enhancing a person@s Attitude( /"ill and

no!ledge 9A/<. It is the process of assisting a person for developing his efficiency and

effectiveness at !or" %y improving and updating his professional "no!ledge.

2.2 7mportance of training

Training is crucial for organi*ational development and success. It is fruitful to %oth employers

and employees of an organi*ation. An employee !ill %ecome more efficient and productive if

he is trained !ell.

Training is given on four %asic grounds:

1. e! candidates !ho +oin an organi*ation are given training. This training

familiari*es them !ith the organi*ational mission( vision( rules and regulations and

the !or"ing conditions.

2. The eisting employees are trained to refresh and enhance their "no!ledge.

http://www.businessdictionary.com/definition/organized.html

http://www.businessdictionary.com/definition/activity.html

https://en.wikipedia.org/wiki/Skill

https://en.wikipedia.org/wiki/Knowledge

https://en.wikipedia.org/wiki/Practicality

https://en.wikipedia.org/wiki/Competence_(human_resources)

http://www.businessdictionary.com/definition/organized.html

http://www.businessdictionary.com/definition/activity.html

https://en.wikipedia.org/wiki/Skill

https://en.wikipedia.org/wiki/Knowledge

https://en.wikipedia.org/wiki/Practicality

https://en.wikipedia.org/wiki/Competence_(human_resources)



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!. If any updating and amendments ta"e place in technology( training is given to cope

up !ith those changes. or instance( purchasing ne! equipment( changes in

technique of production( computer impartment. The employees are trained a%out use

of ne! equipments and !or" methods.

". hen promotion and career gro!th %ecomes important. Training is given so that

employees are prepared to share the responsi%ilities of the higher level +o%.

'. 7mproves morale of employees Training helps the employee to get +o% security

and +o% satisfaction. The more satisfied the employee is and the greater is his

morale( the more he !ill contri%ute to organi*ational success and the lesser !ill %e

employee a%senteeism and turnover.

3. 6ess supervision A !ell trained employee !ill %e !ell acquainted !ith the +o% and

!ill need less of supervision. Thus( there !ill %e less !astage of time and efforts.

5. #ptimum +tili,ation of 9uman *esources Training and =evelopment helps in

optimi*ing the utili*ation of human resource that further helps the employee to

achieve the organi*ational goals as !ell as their individual goals.

:. Development of 9uman *esources Training and =evelopment helps to provide

an opportunity and %road structure for the development of human resources. A

technical and %ehavioral s"ill in an organi*ation. It also helps the employees in

attaining personal gro!th.

;. Development of skills of employees Training and =evelopment helps inincreasing the +o% "no!ledge and s"ills of employees at each level. It helps to

epand the hori*ons of human intellect and an overall personality of the employees.

1<. Productivity Training and =evelopment helps in increasing the productivity of the

employees that helps the organi*ation further to achieve its long3term goal.

11. Team spirit Training and =evelopment helps in inculcating the sense of team

!or"( team spirit( and inter3team colla%orations. It helps in inculcating the *eal to

learn !ithin the employees.

12. #rgani,ation 0ulture Training and =evelopment helps to develop and improve

the organi*ational health culture and effectiveness. It helps in creating the learning

culture !ithin the organi*ation.

1!. #rgani,ation 0limate Training and =evelopment helps %uilding the positive

perception and feeling a%out the organi*ation. The employees get these feelings

from leaders( su%ordinates( and peers.

1". uality Training and =evelopment helps in improving upon the quality of !or"

and !or"3life.

http://www.naukrihub.com/trainings/organization.html

http://www.naukrihub.com/trainings/organization.html



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1'. 9ealthy =ork environment Training and =evelopment helps in creating the

healthy !or"ing environment. It helps to %uild good employee( relationship so that

individual goals aligns !ith organi*ational goal.

13. (orale Training and =evelopment helps in improving the morale of the !or"

force.

15. 7mage Training and =evelopment helps in creating a %etter corporate image.

1:. Profita$ility Training and =evelopment leads to improved profita%ility and more

positive attitudes to!ards profit orientation.

1;. Training and =evelopment aids in organi*ational development i.e. rgani*ation gets

more effective decision ma"ing and pro%lem solving. It helps in understanding and

carrying out organi*ational policies

2<. Training and =evelopment helps in developing leadership s"ills( motivation( loyalty( %etter attitudes( and other aspects that successful !or"ers and managers usually

display.

2.! (ethods of training

There are mainly 0 types of training methods & those are %riefly discuss %elo!:

1. 0ognitive methodThose are more of giving theoretical training to the trainees. The various methods

under this approach provide the rules for ho! to do something( !ritten or ver%al

information( demonstrate relationships among concepts etc.-ocuses3 changes in "no!ledge & attitude %y learning.

(ethods that come under 0ognitive approach

6ectures

Tit used to create understanding of a topic or to influence %ehavior( attitudes

through lecture. It can %e in printed or oral form(

It is given to enhance the "no!ledge of listener or to give him the theoretical

aspect of a topic. =ifficult to imagine training !ithout lecture format.

There are some variations in this methods that means some forms of lectures

are interactive !hile some are not.

Demonstrations

It is a visual display of ho! something !or"s or ho! to do something. #i"e3

trainer sho!s the trainees ho! to perform or ho! to do the tas"s of +o%.

http://www.naukrihub.com/trainings/





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?elps the focusing their attention on critical aspects of the tas".

Discussions

The act of tal"ing a%out something !ith another person or a group of people : a

conversation a%out something

0omputer Based Training >0BT)

• -roviding training to employees through intranet or internet.

• CBT does not require face3to3face interaction !ith a human trainer

Benefits of 0BT

2. Behavioral (ethods

• Behavioral methods are more of giving practical training to the trainees.• The various methods in this allo!s the trainee to %ehaviour in a real fashion.

• These methods are %est used for s"ill development.



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(ethods that come under $ehavioral approach

?ames & imulations

• Dame is defined as spirited activity or eercise in !hich trainees compete !ith each

other according to the defined set of rules.

• /imulation is creating computer versions of real3life games.

• It is a%out imitating or ma"ing +udgment or opinion ho! events might occur in a real

situation.

7. Business ?ames• These are %ased on the set of rules( procedures( plans( relationships( principles derived

from the research.



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• In %usiness games( trainees are given some information that descri%es a particular

situation and are then as"ed to ma"e decisions that !ill %est suit in the favour of the

company.

77. *ole play

,ole play is a simulation in !hich each participant is given a role to play.

Information is given to trainees related to description of the role

• Concerns

• %+ectives

• ,esponsi%ilities

• 'motions etc

Then( a general description of the situation( and the pro%lem that each one of them faces( is

given eample( situation could %e stri"e in factory( managing conflict %et!een t!o parties

scheduling vacation days( etc

777. 7n $askets techni/ues

In this technique( trainee is given some information a%out the role to %e played such as(

description( responsi%ilities( general contet a%out the role

The trainee is then given the log of material that ma"es up the in3%as"et and as"ed to respond

to materials !ithin a particular time period

After all the trainees complete in3%as"et a discussion !ith the trainer ta"es place

7@. /uipment simulators can $e used in giving training to• Ta drivers

• Telephone

• $aintenance !or"ers

• -roduct development

• Airline pilots

@. 0ase study



12

The trainee is given !ith some !ritten material( and the some comple situations of a real or

imaginary organi*ation.

2." Process of training

In a training process there are E steps. Those are follo!s:

tep 1 Decide if training is needed

The first step in the training process is a %asic one: to determine !hether a pro%lem can %e

solved %y training. Training is conducted for one or more of these reasons: 1< ,equired

legally or %y order or regulation 0< to improve +o% s"ills or move into a different position <

for an organi*ation to remain competitive and profita%le. If employees are not performing

their +o%s properly( it is often assumed that training !ill %ring them up to standard. This may

not al!ays %e the case. Ideally( training should %e provided %efore pro%lems or accidents

occur and should %e maintained as part of quality control.

tep 2 Determine =hat type of training is needed

The employees themselves can provide valua%le information on the training they need. They

"no! !hat they need5!ant to ma"e them %etter at their +o%s. Fust as" themG Also( regulatory

considerations may require certain training in certain industries and5or +o% classifications.

nce the "ind of training that is needed has %een determined( it is equally important to

determine !hat "ind of training is not needed. Training should focus on those steps on !hich

improved performance is needed. This avoids unnecessary time lost and focuses the training

to meet the needs of the employees.

tep ! 7dentifying ?oals and #$%ectives

nce the employees@ training needs have %een identified( employers can then prepare for the

training. Clearly stated training o%+ectives !ill help employers communicate !hat they !ant

their employees to do( to do %etter( or to stop doingG #earning o%+ectives do not necessarily

have to %e !ritten( %ut in order for the training to %e as successful as possi%le( they should %e

clear and thoughtHout %efore the training %egins.



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tep " 7mplementing the Training

Training should %e conducted %y professionals !ith "no!ledge and epertise in the given

su%+ect area) period. othing is !orse than %eing in a classroom !ith an instructor !ho has

no "no!ledge of !hat they are supposed to %e teachingG Use in3house( eperienced talent or

an outside professional training source as the %est option. The training should %e presented so

that its organi*ation and meaning are clear to employees. An effective training program

allo!s employees to participate in the training process and to practice their s"ills and5or

"no!ledge. 'mployees should %e encouraged to %ecome involved in the training process %y

participating in discussions( as"ing questions( contri%uting their "no!ledge and epertise(

learning through handsHon eperiences( and even through roleHplaying eercises.

tep ' valuation Training Program

ne !ay to ma"e sure that the training program is accomplishing its goals is %y using an

evaluation of the training %y %oth the students and the instructors Training should have( as

one of its critical components( a method of measuring the effectiveness of the training.

'valuations !ill help employers or supervisors determine the amount of learning achieved

and !hether or not an employee@s performance has improved on the +o% as a result.

tepA3. -eed$ack

inally( a feed%ac" mechanism is created in order to identify the !ea" areas in the training

program and improve the same in future. or this purpose( information relating to class room(food( lodging etc. are o%tained from participants. The o%tained information( then( ta%ulated(

evaluated( and analy*ed in order to mar" !ea" areas of training programs and for future

improvements.



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2.' Definition of Development

The systematic use of scientific and technical "no!ledge to meet specific o%+ectives orrequirements.

An etension of the theoretical or practical aspects of a concept( design( discovery(or invention.

The more future oriented method and more concerned !ith education of the employees. To

%ecome a %etter performer %y education implies that management development activities

attempt to install sound reasoning processes.

The process of economic and social transformation that is %ased on comple culturaland environmental factors and their interactions.

=evelopment is an educational process in !hich the personnel of the organi*ation get thechance to learn the in depth application of theoretical "no!ledge for their overall gro!th.

http://www.businessdictionary.com/definition/systematic.html


http://www.businessdictionary.com/definition/technical.html


http://www.businessdictionary.com/definition/knowledge.html

http://www.businessdictionary.com/definition/extension.html

http://www.businessdictionary.com/definition/practical.html

http://www.businessdictionary.com/definition/concept.html


http://www.businessdictionary.com/definition/design.html


http://www.businessdictionary.com/definition/discovery.html

http://www.businessdictionary.com/definition/invention.html

http://www.businessdictionary.com/definition/process.html

http://www.businessdictionary.com/definition/transformation.html



http://www.businessdictionary.com/definition/complex.html


http://www.businessdictionary.com/definition/environmental-factors.html





http://www.businessdictionary.com/definition/knowledge.html

http://www.businessdictionary.com/definition/extension.html

http://www.businessdictionary.com/definition/practical.html



http://www.businessdictionary.com/definition/discovery.html

http://www.businessdictionary.com/definition/invention.html

http://www.businessdictionary.com/definition/process.html






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2.3 (ethods of development of Brac Bank 6td.

arious methods are used to train personnel for managerial level +o%s in the company. These

methods can %e eplained !ith the help of follo!ing diagram:

#n the o$ Training (ethods

n the +o% method refers to training given to personnel inside the company. There are

different methods of on the +o% training:

1. o$ rotation $ovement of the trainee from one +o% to another. The trainee receives

+o% "no!ledge & gain eperience.

2. Planned progression In this method +uniors are assigned a certain +o% of their senior

in addition to their o!n +o%. The method allo!s the employee to slo!ly learn the +o%

of his senior so that !hen he is promoted to his senior +o% it %ecomes very easy for

him to ad+ust to the ne! situation. It also provides a chance to learn higher level +o%s.

!. 0oaching and counseling The trainee is placed under a particular supervisor !ho

functions as a coach. The supervisor provides feed%ac" to the employee & supports

him to improve.

". +nder study In this method of training a +unior is deputed to !or" under a senior.

?e ta"es orders from the senior( o%serves the senior( attends meetings !ith him( learns

a%out decision ma"ing and handling of day to day pro%lems. The method is used

!hen the senior is on the verge of retirement and the +o% !ill %e ta"en over %y the

+unior.

'. unior $oard In this method a group of +unior level managers are identified and

they !or" together in a group called +unior %oard. They function +ust li"e the %oard of

directors.

# ff the o$ Training (ethods

ff the +o% training refers to method of training given outside the company. The different

methods adopted in off the +o% training are the follo!ing:

1. 0lass room method It is provided in company class rooms or educational institution

through lectures audio visual aids( case studies and group discussion. It is very helpful

and teaching pro%lems solving s"ills and ne! concepts. It is also useful in orientations

and safety training programs. or teaching ne! technologies to soft!are professionals( class room training is often used.



16

ample Truc" drivers could receive lectures on issues such as company policies

and safety.

2. imulators: /imulators are used to imitate real !or" eperiences. /imulation

involves creating atmosphere !hich is very similar to the original !or" environment.

The method helps to train manager handling stress( ta"ing immediate decisions(

handling pressure on the +o%s etc. An actual feel of the real +o% environment is given

here.

ample Truc" drivers could use simulators to practice responding to dangerous

driving situations.

!. Business ?ames This method involves providing a mar"et situation to the trainee

manager and as"ing him to provide solutions. If there are many people to %e trained

they can %e divided into groups and each group %ecomes a separate team and playagainst each other.

ample In a truc"ing %usiness( managers could create games that teach truc"ers the impact

of late deliveries( poor customer service or unsafe driving.

". 0ommittee A group of trainees are selected & gives an opportunity to resolve a live

case in the organi*ation. This !ill enhance their decision ma"ing & pro%lem solving

approach.

'. *eadings This method involves encouraging the trainee manager to increase his

reading related to his su%+ect and then as" him to ma"e a presentation on !hat he has

learned. Information can %e collected %y trainee manager from %oo"s( maga*ines and

internet etc.

3. 7n A$asket Training >7BT) (ethod IBT is a method !here the trainee is required to

eamine a %as"et full of papers and files relating to his area of !or" and ma"e

recommendations on pro%lems contained in them. This method is meant for trainees

in a managerial level to improve their decision3ma"ing and pro%lem3solving a%ilities.

This is a form of simulation training designed around day to3 day %usiness situations

and hence is transfera%le to the +o% eperiences.



17

5. 0onferences A group of meet together pose ideas( eamine & share faces( ideas &

data( test assumptions( dra! conclusions( all of !hich contri%utes to the improvement

of +o% performance.

ig: $ethods of development of Brac Ban" #td



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2.5 Difference $et=een training & development

There are some differences %et!een training & development. Those are given %elo!:

Basis of 0omparison Training Development

$eaning

Training is a learning

process in !hich employees

get an opportunity to

develop s"ill( competency

and "no!ledge as per the

+o% requirement

=evelopment is an

educational process in

!hich the personnel of the

organi*ation get the chance

to learn the in depth

application of theoretical

"no!ledge for their overall

gro!th.

Term /hort Term #ong Term

ocus on -resent uture

Concentrated to!ards Fo% Career

Instructor Trainer /elf

%+ective To improve the !or"

performances of the

employees

To prepare employees for

future challenges

um%er of Individuals $any nly one



19

Chapter : Company vervie!



20

!.1 9istory of Brac Bank 6imited

B,AC Ban" #imited( one of the latest generation of commercial %an"s started its +ourney on

Fuly 6;( 0661. It is an affiliate of B,AC 9Bangladesh ,ural Advancement Committee<( one of

the !orld>s largest non3governmental development organi*ations founded %y a*le ?asan

A%ed in 1JK0. It has %een the fastest gro!ing Ban" in 066; and 0662. The Ban" operates

under a 8dou%le %ottom line8 agenda !here profit and social responsi%ility go hand in hand as

it strives to!ards a poverty3free( progressive Bangladesh.

B,AC Ban" #imited( !ith institutional shareholdings %y B,AC( International inance

Corporation 9IC< and /hore Cap International( has %een the fastest gro!ing Ban" in

Bangladesh for the last successive years. In the recent past( the %an" has gone pu%lic !ith

price of shares reaching impressive heights( further sho!ing promising future.

B,AC Ban"( a fully operational Commercial Ban"( focuses on pursuing ne! mar"et niches

in the /mall and $edium 'nterprise Business( !hich till then has remained largely availa%le

!ithin the country. In the last 2 years of operation(



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The %an">s investments during the year 061; !ere mostly in Dovernment securities( !hich

stood at B=T 06(22J $ as of =ecem%er 1( 061; as opposed to B=T 1J(E2 $ in the

previous year. ut of the total investments( KLM !as concentrated in Dovernment /ecurities

to maintain comforta%le C,, and /#, ratio of the %an".

The management of the Ban" %elieves that this sector of the economy can contri%ute the most

to the rapid generation of employment in Bangladesh. /ince start in Fuly 0661( the Ban"@s

footprint has gro!n to E %ranches( more than ;66 /$' unit offices and L AT$ sites across

the country( and the customer %ase has epanded to 066(666 deposit and ;2(666 advance

accounts through 066E. In 0662( B,AC Ban" had a N1KL million portfolio consisting of

around 01(666 loans !ith an average loan si*e of NL(666. It has around ;66 regionally3placedloan processing units offering services in the heart of rural and ur%an communities and

employs over K66 %usiness loan officers H around E6M of total staff.

B,AC Ban" is one of country>s fastest gro!ing %an"s. ith 122 Branches( /$' /ervice

Centers & /$'5rishi Branches( 1; Apon /homoy( 00 AT$ Booths( 1C=$s( JL /$'

Unit ffices and more than K(EJ2 >as on (ay 2<1") human resources( B,AC Ban">s

operation no! cuts across all segments and services in financial industry. ith more than 1.

$illion Customers( the %an" has already proved to %e the largest /$' financier in +ust.



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10 years of its operation in Bangladesh and continues to %roaden its hori*on into ,etail(

Corporate( oreign ,emittance and other arenas of %an"ing. In the year: 0616( B,AC Ban"

has %een recogni*ed as Asia>s most /ustaina%le Ban" in 'merging $ar"ets %y the inancial

Times and IC.

B,AC Ban" #imited has !on prestigious OBest Ban" in Bangladesh A!ard> from inance

Asia as part of Country A!ards for Achievement 061.

$r. /yed $ah%u%ur ,ahman( $anaging =irector & C'( B,AC Ban"( formally received

the a!ard at Country A!ards Dala =inner at ?otel ort Canning in /ingapore. In this earlier

year( 0nd international honor for B,AC Ban" PBest $anaged B,AC Ban" A!ardQ comes

from the Asian Ban"er. $r. /yed $ah%u%ur ,ahman formally received the a!ards at The

Asian Ban"er /ummit 061 at ,it* Carlton Fa"arta in Indonesia B,AC Ban" has also %een

a!arded !ith O/ustaina%le $ar"eting 'cellence A!ard> from C$ Asia. The a!ard is as

part of Dlo%al Brand 'cellence A!ards of C$ Asia( the most prestigious %rands a!ard in

Asia.

The a!ard !as handed over to B,AC Ban" at orld Brand Congress at The -an -acific(

/ingapore on Fuly 1( 061;. $r. Reeshan ingshu" ?uq( ?ead of Communication and

/ervice 4uality( B,AC Ban"( received the a!ard at the annual conference of %rand gurus.

B,AC %an" #imited( !ith institutional shareholding %y B*40C 7nternational -inance

0orporation >7-0) and hore 0ap changeC has %een the fastest gro!ing %an" for last

several years.

!.2 0orporate Profile

no=n 4s: B,AC Ban" #td 9BB#<

0hairman /ir a*le ?asan A%ed( C$D(anaging Director and 0# /yed $ah%u%ur ,ahman

ecretary ,ays Uddin Ahmed

Date of 7ncorporation $ay 06( 1JJJ

7nauguration of the first $ranch ;th Fuly 0661

9ead #ffice 1 Dulshan Avenue( Dulshan 31( =ha"a 1010

4uthori,e 0apital in BDT >mn) 10(666.66

PaidAup 0apital in BDT >mn) K(6J0.LK

(arket 0apital in BDT >mn) 0;(112.KK



23

8um$er of employees K666 >approimately)

0ategory Commercial Ban" Type -rivet.#rigin #ocal7ndustry inancial /ervicestock 0ode B,ACBA E7-T 0ode B,AB==?Phone SLL6303LL2 J060( SLL61L1J06666 9Call Center<-a SLL6303JLE 6J22" 9our 0all 0enter 1E001-or #verseas 0allers SLL6 0 LL200Amail: enquiry%rac%an".comEe$site: http:55 !!!.%rac%an".com5

!.! @ision

Building profita%le and socially responsi%le financial institution focused on $ar"et and

Business !ith Dro!th potential( there%y assisting B,AC and sta"eholders to %uild a +ust(

enlightened( healthy democratic and poverty free BangladeshQ.

!." (ission

/ustained gro!th in /mall & $edium 'nterprise sector.

Continuous lo!3cost deposit Dro!th !ith controlled gro!th in retail assets. Corporate Assets to %e funded through self3lia%ility mo%ili*ation. Dro!th in Assets through

syndications and investment in faster gro!ing sectors. Continuous endeavor to increase non3funded income.

eep our de%t charges at 0M to maintain a steady profita%le gro!th.

Achieve efficient synergies %et!een the %an">s %ranches( /$' unit offices and B,AC field

offices for delivery of remittance and Ban">s other products and services. $anage various lines of %usiness in a full controlled environment !ith no compromise on

service quality. eep a divers( far flung team fully controlled environment !ith no compromise on service

quality. eep a diverse( far flung team fully motivated and driven to!ards materiali*ing the %an">s

vision into reality.

!.' #ur logan

The slogan of B,AC Ban" is PAstha %icholQ. These t!o !ords are Bengali

!ords that denote enormous trust on the organi*ation.

mailto:[email protected]

mailto:[email protected]



24

!.3 #$%ectives

The o%+ective of B,AC Ban" #imited is specific and targeted to its vision and to positionitself in the mindset of the people as a %an" !ith difference. The o%+ective of B,AC Ban" #imited is as follo!s:

Building a strong customer focus and relationship %ased on integrity( superior service.

To finance the industry( trade and commerce in %oth the conventional !ay and %y offeringcustomer friendly credit service.

To encourage the ne! entrepreneurs for investment and thus to develop the country>sindustry sector and contri%ute to the economic development.

To !or" as a team to serve the %est interest of our o!ners

To develop the standard of living of the limited income group %y providing Consumer Credit.

To %ase recognition and re!ard on performance

To responsi%le( trust!orthy and la!3a%iding in all that !e do

To mo%ili*e the savings and channeling it out as loan or advance as the company approve.

To esta%lish( maintain( carry on( transact and underta"e all "inds of investment andfinancial %usiness including under!riting( managing and distri%uting the issue of stoc"s(de%entures( and other securities.

!.5 0ore @alues

ur /trength emanates from our o!ner 3 B,AC. This means( !e !ill hold the follo!ing values and

!ill %e guided %y B,AC as !e do our !or".

alue the fact that one is a mem%er of the B,AC family

Creating an honest( open and ena%ling environment

?ave a strong customer focus and %uild relationships %ased on integrity( superior service

and mutual %enefit /trive for profit & sound gro!th

or" as team to serve the %est interest of our o!ners

,elentless in pursuit of %usiness innovation and improvement

alue and respect people and ma"e decisions %ased on merit

Base recognition and re!ard on performance

,esponsi%le( trust!orthy and la!3a%iding in all that !e do.



25

!.: 0ommitments to clients

7n serving customers

Customer3first

4uality3focus Credi%ility and secrecy

7n serving the Bank

#oyalty

Total commitment and dedication

'cellence through team!or"

0arrying ourselves at =ork

=iscipline

Integrity

/incerity Caring

Creativity

!.; thical Principles

o

Integrity

o /incerity

o ,ighteousness & ma"ing one>s !or" perfect

o Trust!orthiness

o #egality

o %+ectivity

o aith3driven conduct

o -rofessional competence & diligence

o -rofessional conduct & technical standards

!.1< 0ore Business

a. Corporate Ban"ing g. Trade inance m. Dovernment Treasury function



26

$. -ro+ect inance h. #oan /yndication n. $oney mar"et operation

c. /$' inance i. oreign 'change dealing o. ,ural & $icro credit

d. ,emittance %. International Trade p. Capital mar"et operation

e. #ease inance k . D3#in"age loan /. /pecial small loan

f. Consumer credit l. Investment

!.11 (anagement

The management of the %an" is vested on a Board of =irections( su%+ect to overall

supervision & directions on policy matters %y the %oard !hich is constituted in terms of

Bangladesh Ban" rder 1JK0. Board of =irections constituted %y K mem%ers( has authority toorgani*e( operate & manage its affairs on commercial consideration !ithin the Board policy

of government. There are directions appointed %y the government. ther mem%ers of the

Board including $= are also government appointed out of that at least have the eperience

in the field of inance( Ban"ing( Trade( Commerce( and Industry & Agriculture. The

managing director is the Chief 'ecutive of Ban". ?e eecutes all the activities under the

direction of Board. All line & staff personnel of Ban">s are o!n recruitment ecept mem%er

of Board of =irectors.

(anagement committee

yed (ah$u$ur *ahman

$anaging =irector & C'

http://openwindow18%28%29/





27

(ohammad (amdudur *ashid

=eputy $anaging =irector 7shtia/ (ohiuddin

=eputy $anaging =irector

*ais +ddin 4hmad

Droup Company /ecretary(?ead of #egal & ,egulatory

Affairs and CA$#C

8a$il (ustafi,ur *ahman

Chief ,is" fficer -iro, 4hmed han

?ead of ,etail Ban"ing(ahmoodun 8a$i 0ho=dhury

?ead of Corporate Ban"ing

hah 4lam Bhuiyan

?ead of perations-atema *i,=ana

?ead of ?uman ,esourcesyed 4$dul (omen

?ead of /mall Business(d. (ah$u$ul 4lam

?ead of #earning & =evelopment

(d. haheen 7/$al

?ead of Treasury and inancial Institutions4$u 8ur (d. Parve, a%%ad

Chief inancial fficer Fara a$een (ah$u$

?ead of Communication& /ervice 4uality

!.12 #rgani,ation

B,AC Ban" #imited( one of the latest generation of commercial %an"s started its +ourney on

Fuly 6;( 0661. It is an affiliate of B,AC 9Bangladesh ,ural Advancement Committee<( one of the !orld>s largest non3governmental development organi*ations founded %y a*le ?asan

A%ed in 1JK0. It has %een the fastest gro!ing Ban" in 066; and 0662. The Ban" operates

under a 8dou%le %ottom line8 agenda !here profit and social responsi%ility go hand in hand as

it strives to!ards a poverty3free( enlightened Bangladesh.

B,AC Ban" is one of country>s fastest gro!ing %an"s. ith 122 Branches( /$' /ervice

Centers & /$'5rishi Branches( 1; Apon /homoy( 00 AT$ Booths( 1C=$s( JL /$'

Unit ffices and more than K(EJ2 9as on $ay 061;< human resources.














28

-rincipal office headquarter has control over the !hole area of a district i.e. the principal

office is the local point of the %an">s administrative *one of the district. The regional office is

situated in the Thana level !ithin the district( is under control and supervision of the principal

office of the district. ,egional offices are responsi%le for their activities to the principal

office.

,egional heads eercise control and supervision overall the %ranches !ithin their +urisdiction

and "eep the head of principal office informed the progress of their respective areas from

time to time.

!.1! #rgan gram

ir -a,le 9asan 4$edC 0(?

Chairman




29

(uhammad 4. >*umee) 4li

=irector

hi$ 8arayan airy

=irector

Tamara 9asan 4$ed

=irector

8ihad a$ir

=irector 9Independent<

Dr. 9afi, ?.4. iddi/i

=irector

Fahida 7spahani

=irector

yed (ah$u$ur *ahman

$anaging =irector and C'

!.1" Divisions

or providing service to clients and to organi*e and co3ordinate the functioning of its several

%ranches throughout the country Brac Ban" #td. has esta%lished the follo!ing divisions in

?ead ffice:

a) -inancial 4dministration Division










30

This division can handle the credit proposal( dis%ursement( monitoring and credit recovery

position that is given %y all %ranches. 'ach %ranch has their o!n credit division and all

%ranch3!ise activities are supported to the head office credit services division.

$) 4udit & 7nspection Division

This division can control all the financial position( activities of overall organi*ation. They

provide the total %udgetary limitation to every department for the respective year. They also

carry out the financing activities !ith the access and operational activities.

c) (arketing & Pu$lic *elations Division

This division mainly !or"s for

Improving the mar"eting net!or" throughout the country. Implementing the mar"eting strategies and the concept of Trade $ar"eting.

Improving the procedure !hich is ultimately provided data regarding to

competition and relative mar"et. Arranging the several !or"shops and seminar this can improve the quality

officers as a competitive edge position.

d) 9uman *esources Division>9*D)

This division deals !ith the employees as the core resources of the organi*ation. This

division mainly emphasis on the recruitment of employees and the employee %enefits and

services. The main philosophy of this division is to motivate the employee to !or" !ith

efficiently and effectively.

e) 7nternational Division

This division can !or" on internationally. The entire %ranch3!ise international !or"

controlled and monitored %y this division.

f) ?eneral Banking DivisionG 0ommon ervice Division

This division can handle all the general activities ecept the credit and financial sector. All

the administration activities are designed and implemented %y this division.

g) 7nformation & Technology >7T) DivisionG 0omputer >7T) Division

This division can handle the IT activities. 'ach %ranch has their o!n IT division and a

%ranch3!ise activity is reported to the head office IT division.

h) AT$ Card =ivision

i) Budget & $onitoring =ivision



31

%) Credit Card =ivision

k) #a! & ,ecovery =ivision

l) Commercial Ban"ing =ivision

m) ,esolution =ivision

!.1' Products and ervices

Brac Ban">s product and services are categori*ed into three sectionsA

*etail Banking Products

B,AC Ban" has a variety of retail %an"ing products for consumers including

• #oans(

• =eposit /chemes(

• Accounts /ervice(

• Cards(

• ther /ervices.

• I/A local

• international credit & de%it cards• AT$ et!or"

• B,AC %an" has recently started e3commerce %an"ing

ervices Provided By B*40 Bank

• /$' Ban"ing

• Corporate & Institutional Ban"ing

• ,etail Ban"ing

• Ban"ing /ervices for on3,esident Bangladeshi 9,B<

• /$/ Ban"ing

• T,/

• -ro%ashi Ban"ing

• Islamic Ban"ing

http://bankinfobd.com/banks/3/loans

http://bankinfobd.com/banks/3/dps

http://bankinfobd.com/banks/3/accounts


http://bankinfobd.com/banks/3/cards

http://bankinfobd.com/banks/3/services

http://bankinfobd.com/banks/3/loans

http://bankinfobd.com/banks/3/dps


http://bankinfobd.com/banks/3/cards

http://bankinfobd.com/banks/3/services



32

4t a ?lance

-opulation ,each 1L million

Annual 'penditure 9B,AC< U/= K0L million

Annual 'penditure 9B,ACInternational<

U/= J1 million

um%er of 'mployees 11J(1

946T9

Community ?ealth or"ers 116(J;;omen ,eceived Ante3natal Care 02.E millionomen ,eceived -ost3natal Care 0K.; million

(70*#-78480

Total Borro!ers ;.; millionCumulative =is%ursement U/= 10.2L %illion

0#((+87TH (P#E*(8T

Community Institution 9 PolliShomaj< Built

1(K10

/ho!s /taged %y ur -opularTheatre Droup

1L6(0JL

D+04T7#8

um%er of /chools ;;(J6J

um%er of /tudents 1. millionDraduated /tudents 16.L million$em%ers in Community #i%raries 1.0 million

?7*6 (P#E*(8T

um%er of Clu%s 16(2K2 um%er of Clu% $em%ers 0(E2L

9+(48 *7?9T 48D 6?46 47D

*@70

?uman ,ights and #egal 'ducation

-articipants

.J million

um%er of #egal Complains ,eceived 01K(0LL

4?*70+6T+* 48D 67@T#0

/eeds =istri%uted 1(KK0 $T-oultry accination -rovided 22. million

T4*?T78? T9 +6T*4 P##*

omen ,eceived Assets ;21(1K1omen ,eceived Training 1.2 million

E4T*C 487T4T7#8 48D 9H?78

o. of -eople /erved !ith ?ygienic#atrine

0.; million

o. of -eople /erved !ith /afe

=rin"ing ater

0.0 million



33

Chapter ;:Training & =evelopment

/ystems of BB#

".1 7ntroduction

Training and development play an important role in the effectiveness of organi*ations and to

the eperiences of people in !or". Training has implications for productivity( health and

safety at !or" and personal development. All organi*ations employing people need to train

and develop their staff. $ost organi*ations are cogni*ant of this requirement and invest effort

and other resources in training and development. /uch investment can ta"e the form of

employing specialist training and development staff and paying salaries to staff undergoing

training and development. Investment in training and development entails o%taining andmaintaining space and equipment. It also means that operational personnel( employed in the



34

organi*ation>s main %usiness functions( such as production( maintenance( sales( mar"eting

and management support( must also direct their attention and effort from time to time to!ards

supporting training development and delivery. This means they are required to give less

attention to activities that are o%viously more productive in terms of the organi*ation>s main

%usiness. ?o!ever( investment in training and development is generally regarded as goodmanagement practice to maintain appropriate epertise no! and in the future.

".2 Training & Development methods of Brac $ank

arious methods are used to train personnel for managerial level +o%s in the company. These

methods can %e eplained !ith the help of follo!ing diagram:

# ff the o$ Training (ethods

ff the +o% training refers to method of training given outside the company. The different

methods adopted in off the +o% training are the follo!ing:

1. 0lass room method It is provided in company class rooms or educational institution

through lectures audio visual aids( case studies and group discussion. It is very helpful

and teaching pro%lems solving s"ills and ne! concepts. It is also useful in orientations

and safety training programs. or teaching ne! technologies to soft!are professionals( class room training is often used.

ample Truc" drivers could receive lectures on issues such as company policies

and safety.

2. imulators: /imulators are used to imitate real !or" eperiences. /imulation

involves creating atmosphere !hich is very similar to the original !or" environment.

The method helps to train manager handling stress( ta"ing immediate decisions(

handling pressure on the +o%s etc. An actual feel of the real +o% environment is given

here.

ample Truc" drivers could use simulators to practice responding to dangerous

driving situations.

!. Business ?ames This method involves providing a mar"et situation to the trainee

manager and as"ing him to provide solutions. If there are many people to %e trained

they can %e divided into groups and each group %ecomes a separate team and play

against each other.



35

ample In a truc"ing %usiness( managers could create games that teach truc"ers the impact

of late deliveries( poor customer service or unsafe driving.

". 0ommittee A group of trainees are selected & gives an opportunity to resolve a live

case in the organi*ation. This !ill enhance their decision ma"ing & pro%lem solving

approach.

'. *eadings This method involves encouraging the trainee manager to increase his

reading related to his su%+ect and then as" him to ma"e a presentation on !hat he has

learned. Information can %e collected %y trainee manager from %oo"s( maga*ines and

internet etc.

3. 7n A$asket Training >7BT) (ethod IBT is a method !here the trainee is required to

eamine a %as"et full of papers and files relating to his area of !or" and ma"e

recommendations on pro%lems contained in them. This method is meant for trainees

in a managerial level to improve their decision3ma"ing and pro%lem3solving a%ilities.

This is a form of simulation training designed around day to3 day %usiness situations

and hence is transfera%le to the +o% eperiences.

5. 0onferences A group of meet together pose ideas( eamine & share faces( ideas &

data( test assumptions( dra! conclusions( all of !hich contri%utes to the improvement

of +o% performance.



36

ig: ff the Fo% Training $ethods

".! Training Process of Brac Bank 6imited

The general o%+ective is to access the 'mployee Training and =evelopment on B,AC Ban"

#td. in Bangladesh. In this study( eploratory research !as underta"en to gain insights and

understanding of the overall the 'mployee Training and =evelopment on B,AC Ban" #td. in

Bangladesh to determine their efficiency. After that a more comprehensive conclusive has

%een underta"en to fulfill the main purpose of the study.

In a training process there are 2 steps. Those are follo!s:

a) Training needs analysis

#rgani,ation analysis: Identify training needs of the organi*ation according to its

long3term goals3ste the training goals. o$ analysis: Identify training needs of the organi*ation according to +o% descriptions

& specification3specify s"ills5 "no!ledge5 %ehavior to %e trained. People analysis Identify people that need training & their traina%ility3 identify

potential trainees.

$) 7nstructional design



37

• /et training goals

• =etermine !hat to train

• Identify trainees

• Choose training materials

•

=etermine training modes & methods• /elect training

• =evelop training %udget

c) @alidation

@alidate the training program $efore implementation

Direct study: Conduct the program !ith a small num%er of trainees to test its

effect. 0onsultation Consult the trainees & their supervisors on the appopriateness

of the program. (ake revision of the training program $efore implementation

d) 7mplementation

%tain continuous support from line3management to the training program.Appoint manager for the training program.=evelop logistic support.Conduct separate evaluation of the program.

e) valuation & follo=Aup

There are types of evaluation & those are given %ello!:7. 0oncurrentG eparate evaluation 'valuate training effects during training.

77. 7mmediate final evaluation 'valute training effects at the end of thetraining.

777. -ollo=A+p evaluation 'valute training effect %y evaluating trainees

performance over time.

"." uestionnaire urvey 4nalysis

Training needs analysis

7nstructional design

@alidation

7mplementation

valuation & follo=Aup



38

1. Hour organi,ation does provide training.

According to the graph( that 166M of the respondents agree that the organi*ation provide

training to the employees.

2. Hour organi,ation does follo= the follo=ing training methods.



39

According to the graph( that E6M of the respondents give the information that Brac Ban"

#imited use off the +o% training method and ;6M respondents said that %oth training methods

are follo!ed %y the %an".

!. Training program does create good relationship $et=een employerAemployee.



40

According to the graph( that 166M of the respondents agree that the organi*ation provide

training to the employees.

". Training does help to motivate the employee.



41

According to the graph( that 166M of the respondents agree that the organi*ation help to

motivate the employee in the training.

'. Training does increase the productivity of employee.



42

According to the graph( that E6M of the respondents agree and ;6M of the respondents

strongly agree that training increase the productivity of employee.

3. Training program is necessary for every employee on the $asis of their %o$.



43

According to the graph( that 166M of the respondents strongly agree that the training program

is necessary for every employee on the %asis of their +o%.

5. Training program is necessary for this organi,ation.



44


is necessary for this organi*ation.

:. Training program that your organi,ation organi,es is useful.



45


is useful.

;. Training environment of your organi,ation is favora$le to employees.



46

According to the graph( that 166M of the respondents strongly agree that the training

environment of your organi*ation is favora%le to employee.

1<. 7nstitute takes too much time for training program.



47

According to the graph( that L6M of the respondents strongly disagree and 06M of the

respondents strongly agree that institute ta"es too much for training program.

11. Training program of your organi,ation is up to date.



48

According to the graph( that E6M of the respondents agree and ;6M of the respondents

strongly disagree that training program of the organi*ation is up to date.

12. 4fter training program employee do =ell.



49

According to the graph( that L6M of the respondents strongly agree and 06M of the

respondents agree that after the training employee do !ell in the !or".

1!. Training process helps to increase employee skills.



50

According to the graph( that 166M of the respondents strongly agree that the training process

helps to increase employee s"ills.

1". The trainer you have ever got is cooperating =ith all.



51

According to the graph( that 166M of the respondents agree that the trainer is cooperative

!ith all.

1'. Training helps the organi,ation to reduce turnover.



52

According to the graph( that 166M of the respondents agree that the training helps the

organi*ation to reduce turnover.

13. To identify right employees for future training& development methods help the

organi,ation.



53

According to the graph( that 166M of the respondents agree that the training and development

methods help the organi*ation to identify right employees for future.

15. Hou are satisfied =ith the training and development method.



54

According to the graph( that 166M of the respondents said that they are satisfied !ith the

training and development method.



55

Chapter 2:$a+or inding

indings:



56

1< The organi*ation provides training to their eemployees.0< The organi*ation follo!s only off the +o% training methods.< Training program creates good relationship %et!een employer3employee.;< Training helps to motivate the employee.2< Training increases the productivity of employee.E< Training program is necessary for every employee on the %asis of their +o%.K< Training program is necessary for this institute.L< Training program that the institute organi*es is useful.J< Training environment of the institute is favora%le to employees.16< Institute does not ta"e too much time for training program.11< Training program of the institute is up to date.10< After training program employees do !ell.1< Training process helps to increase employees> s"ills.

1;< The trainer has cooperating !ith all.12< Training helps the institute to reduce turnover.1E< To identify right employees for future training & development methods help the

institute.1K< 'mployees are satisfied !ith the training and development method.



57

Chapter E: Conclusion and ,ecommendations

0onclusion



58

Training and development is a necessity for %oth the trainer and the trainee. The trainer 9the

company< !ould !ant to ma"e its staff more efficient in this highly competitive !orld. It

!ould !ant its employees to "no! the latest trends and technologies and use them according

to the company>s principles and o%+ectives. The trainees 9staff< vie! training and

development as a stepping stone for enriching their career and fulfilling their personal needs.Training and development is another round of education for them( the "no!ledge from !hich

is to %e applied later. /o( it>s more of mutual necessity and agreement %et!een the companies

and their respective employees !hen it comes to training and development.

,ecommendations

The recommendations are made on the %asis of analysis and findings are as follo!s:

1) Brac Ban" #td. should need to follo! %oth on the +o% training methods & off the

training methods.



59

Chapter K: 4nneure & 4ppendi



60

Bi$liography

PDary =esslerQ tenth edition3 ?uman ,esource $anagement

rom i"ipedia( the free encyclopedia.

Class lecture.

Annual ,eport 061;

Ee$site

!!!.google.com !!!.!i"ipidia.com

!!!. $rac$ank.com

$ank info%d.com5$anks55B*40 V Bank

https:55!!!.scri%d.com5doc5...5,eport3on3B*403 Bank3 6imited30616

https:55%d.lin"edin.com5company5$rac3 $ank3 ltd

helpline3customercare.%logspot.com506115115$rac3$ank 3help3line.html

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TD?

!!!.%usinessdictionary.com5definition 5training.htm

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management5employee3training3and3development3on3%rac3%an"3limited.html

4ppendi uestionnaire

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http://www.qarea.com/company/process






61

e are the students of BBA -rogram( Bangladesh University of Business & Technology

9BUBT<.e are conducting a resource on the topic PTraining & =evelopment systemQ of

Brac Ban" #td. e are assuring you that your information !ill %e used eclusively for

academic purpose only & !ill %e "ept confidential.

-lease !rite do!n the correct ans!er you thin" appropriate %y tic" 9 < in specific category &

ans!er on dash 93< area only. our co3operation in ans!ering the follo!ing questions !ill

highly appreciate. Than" you.

?eneral information

i. ame: XXXXXXXXXXXXXXXXii. Dender: XXXXXXXXXXXXXXX.

iii. 'ducation: XXXXXXXXXXXXXXX.iv. Institute name: XXXXXXXXXXXXXXXXXXXv. Branch name: XXXXXXXXXXXXXXXXXX.

vi. =esignation 9title<: XXXXXXXXXXXXXXXXvii. Contact no.:

0loses /uestions

1< our organi*ation does provide you training.

1. /trongly =isagree0. =isagree. eutral;. Agree2. /trongly Agree

0< our organi*ation does follo! the follo!ing training methods.1. n the +o% training method0. ff the +o% training method

. Both

< Training program does create good relationship %et!een employer3employee.1. /trongly =isagree0. =isagree. eutral

;. Agree2. /trongly Agree



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;< Training does help to motivate the employee.1. /trongly =isagree0. =isagree. eutral

;. Agree2. /trongly Agree

2< Training does increase the productivity of employee.1. /trongly =isagree0. =isagree. eutral;. Agree2. /trongly Agree

E< Training program is necessary for every employee on the %asis of their +o%.

1. /trongly =isagree0. =isagree. eutral;. Agree2. /trongly Agree

K< Training program is necessary for this organi*ation.1. /trongly =isagree0. =isagree. eutral;. Agree2. /trongly Agree

L< Training program that your organi*ation organi*es is useful.1. /trongly =isagree0. =isagree. eutral;. Agree2. /trongly Agree

J< Training environment of your organi*ation is favora%le to employees.1. /trongly =isagree0. =isagree. eutral;. Agree2. /trongly Agree

16< Institute ta"es too much time for training program.1. /trongly =isagree0. =isagree

. eutral;. Agree



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2. /trongly Agree

11< Training program of your organi*ation is up to date.1. Strongly Disagree2. Disagree3. Neutral4. Agree5. Strongly Agree

10< After training program employees do !ell.1. Strongly Disagree2. Disagree3. Neutral4. Agree5. Strongly Agree

1< Training process helps to increase employees> s"ills.1. Strongly Disagree

2. Disagree3. Neutral4. Agree5. Strongly Agree

1;< The trainer you have ever got is cooperating !ith all.1. Strongly Disagree2. Disagree3. Neutral4. Agree

5. Strongly Agree

12< Training helps the organi*ation to reduce turnover.1. Strongly Disagree2. Disagree3. Neutral4. Agree5. Strongly Agree

1E< To identify right employees for future training & development methods help theorgani*ation.

1. Strongly Disagree2. Disagree3. Neutral4. Agree5. Strongly Agree

1K< ou are satisfied !ith the training and development method.1. es0. o



Documents

A Report of Training and Development Process of Brac Bank Limited