Training and Development Practice of Al Arafah Islami Bank Ltd

8/12/2019 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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((("AssignmentPoint"com

1
http://www.assignmentpoint.com/http://www.assignmentpoint.com/


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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:


2


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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


3


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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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%


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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


13


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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:


1%


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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*+


1&


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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.


25


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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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2%


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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 :


2?


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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


33


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7"@ 'ore .unctions of /uman )esources Department in Bank+

8igure: e can classify the

objectives in t7o major headings.


3"


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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


"5


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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.


"2


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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


"4


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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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%1


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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.


&1


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&2


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%.1 Major 8inding


&3


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&"


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&%


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&&


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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.


&4


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Documents

Training and Development Practice of Al Arafah Islami Bank Ltd