Training and Development
Training is the process of developing individual’s knowledge, skills and abilities to bring a
change in attitude of the employees which helps improve the present and future performance of
the organization. The whole process is ‘TASK’ oriented.
Where T=training, A=Attitude, S=Skill, K= knowledge.
When an employee can bring a desired change in attitude about a particular subject by gaining
knowledge and skill through training programs one can easily say that the employee becomes
trained. Thus training is a continual process of helping employees perform at a high level and it
is a lifelong process for self-development.
On the other hand, Development is a way of preparing someone for the new and greater
challenges he or she will encounter in another more demanding job. Again development focuses
on the future. It helps employees acquire the background, skills and knowledge that they need to
continue being successful as their careers progress.
Employee Training and Development
Following the recruitment of a prospective employee, the EBL HR department's first task is to
introduce the new hire with the company and provide him or her with all relevant information
about their roles and responsibilities. This process is done to ensure effective input about the
organization to the employees and to improve their level of performance. In the training
program, specific evaluation tests are conducted to ensure employee satisfaction. Employee
training programs are not an expense, but rather an expenditure at Eastern Bank Ltd. Any
permanent employee is required to complete 30 days of training.
· for training and development issues EBL has designed few training programs for their newly
recruited employees and their current employees and they are listed below:
Orientation Training: This program consists of a five days’ workshop which includes brief
ideas about the whole organization. In this program they get to know their HR department and
discuss few things like Anti-money laundering, Negotiable Act and Financial article during the
program.
In-house training: In house training is usually conducted by their in house trainer at EBL when
it is necessary for the new or existing employees.
Job specific training: “Mock Branch” training is an example of job specific training which is
required for all branch employees. This training improves employee’s knowledge, service
quality, skills and risk and compliance issues about specific job.
E-learning: Online training and evaluation. It is a mandatory part of training.
There are six training programs that every employee must do. The mandatory four courses are:
Human resource division, anti-money laundering, EBL Bank overview (which includes
operations, retail banking, SME and whole- sale banking), company secretariat, legal and
regulatory and internal control.
The remaining two courses are organized by department. Exams are held and the findings are
distributed on the internet. Every department has to follow an employee performance
measurement method devised by the HR department. This performance measurement form is
filled and signed by the supervisors and respective Department Heads. Based on these
performance reviews, training needs are identified for those employees who need improvement.
· Stages of training procedure of EBL: Some stages are followed before and after training.
Three training stages are discussed below:
i) Stage 1-Analyzing employees
In this stage, the bank assesses the employee's abilities and accomplishments. Employee ability
is primarily assessed by the Bank based on their performance, background, previous job-related
experience and educational achievement. After assessing employees if the organization finds that
employees are skilled enough and they can do their job efficiently than the bank hire them for the
job. After this stage if they find some employees who are not skilled enough than management
continue to the next stage.
(ii) Stage 2-Training needs assessment
After evaluating the skills the employees lack the Bank identifies the area in which the
employees are not skilled. Need assessment is basically done by examining employee’s
performance and career background. So based on their performance and organizational position
the skill criteria are identified and after assessing their skill deficiency the department moves on
to the next stage which is providing training.
(iv) Stage 4-Evaluation of performance
After providing with training employees move to their job. Then management evaluates their
performance. If management finds employee performance is notably good then training
procedure comes to an end and he or she can continue with their job. If management finds some
lacking in employee’s performance then the employee goes through the training procedure again.
Evaluation of Training Programs:
Various methods can be used to collect important data’s on employee perception and behaviors
from the outcomes of the aforesaid training programs. Some of them are listed below:
a. Questionnaires:
This is one of the prominent ways organizations like bank collect important data’s about their
employees’ perception. Surveys containing of 15-20 questions are being conducted by Eastern
Bank Limited to measure the perception about the employee training and development system.
After finishing the survey all the questionnaires were gathered and the data’s from the
questionnaires are put into Microsoft Excel. Then by using a software it came up with findings,
which helped to explain the necessity of employee training for the development of the employees
in the Eastern Bank Ltd.
In one of the surveys, EBL put up a question in their questionnaires which states, training is very
essential for conducting banking business to see how many of their employees agree with it.
Training is very essential for conducting banking business.
25
20
Officers
15
10
5
0
Senior Officers
Executive Officers
Principal Officers
Managers
Fig-: Employees’ responses regarding question 1.
About 20% senior officers and Managers think that training is very necessary. Then nearly about
15% strongly agree with EBL and about 20% are neutral. Very few of them disagreed with the
statement and a very small portion strongly think that training is not sufficient. This kind of
questionnaires are being held time to time to obtain opinions, reactions, and views of trainees.
b. Tests:
Standard tests are conducted after training to learn whether or not employees have learnt
anything during or after the training.
c. Human Resource Factors
Training can also be conducted on the basis of employee satisfaction, which later can be
examined on the basis of decrease in employee turnover, absenteeism, grievances and
discharges.
d. Cost benefit analysis:
In this analysis, the costs of training which includes, cost of hiring trainers, training center,
wastage, production stoppage, opportunity cost of trainers and trainees are compared with its
value in terms of reduced learning time, improved learning and superior performance in order to
successfully evaluate a training program. This analysis is basically done to find out whether the
training programs are turning out to be fruitful for their employees or not.
e. Feedback:
After the evaluation is completed, the situation should be examined to identify the probable
causes for leaks in performance. The training evaluation information (about costs, time spent,
outcomes, etc.) should be provided to the instructors, trainees and other parties concerned for
control, correction and improvement of their trainees' performance.
Acknowledgement
We would like to express our sincere gratitude to Independent University Bangladesh and our
course instructor for providing us the opportunity to carry out this study on “Human resource
management practices of Eastern Bank Ltd.”
We would also like to express our gratitude to our respected faculty, Mr. Abdullah Al Ahad,
School of Business, Independent University Bangladesh for his eager and helpful guidance
throughout the semester and providing important guidelines regarding our report which gave us a
clear idea about the practices of HR department of a bank.
Lastly, we are thankful to Ismail Ibne Ibrahim, Principal Officer, Eastern Bank Ltd. for helping
us with some thorough insights of the HR department of Eastern Bank Limited, without their
help and cooperation we wouldn’t be able to complete this report.