Internship Report on

Employee Training and Development in Mutual Trust

Bank Limited

Prepared for
Mrs. Homayara Latifa Ahmed
Assistant Professor and
Chairperson, IBA Career Center

Supervised By
Neaz Ahmed
Professor
Faculty Advisor

Prepared by
Jaber Ahamed
ID: ZR-34
Batch- 48D

Institute of Business Administration

University of Dhaka
December 22, 2014

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Letter of transmittal
December 22, 2014

Mrs. Homayara Latifa Ahmed

Assistant Professor
Institute of Business Administration
University of Dhaka

Dear Madam:

Re: Submission of internship report on topic of Employee Training and Development in Mutual
Trust Bank Ltd.

I would like to take this opportunity to thank you for the guidance and support you have provided
me during the course of this report. Without your help, this report would have been impossible to
complete.

To prepare the report I have collected, what I believe to be most relevant information, to make my
report as analytical and reliable as possible. I have concentrated my best effort to achieve the
objectives of the report and hope that my endeavor will serve the purpose.

If you need any assistance in interpreting this report I shall always be available at your convenient
time. I hope you will find this report acceptable. Thank you for allowing me to proceed with this
study.

Yours sincerely,

Jaber Ahamed
ID: ZR-34
Batch: 48D
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Acknowledgment
During the period of preparing the report, I had gained altruistic assistance from a number of people
including my honorable and respectable supervisor Neaz Ahmed. Thanks to him not only for the
reason that he allowed me to proceed with the research, but also for his directional insight which
showed me the ways. Whenever I approached him with the problems, he was ready to show me the
right direction. It would not be possible to conduct it without him.
Thanks to Mr. Abul Ali Ahad sir, Principal of the MTB training institute for providing me all kind of
help. I also want to thank the whole team of MTB to help me in different situations during my
internship tenure.
And finally it is the Almighty who enabled me to successfully complete the term paper. I am blessed
that I have done my research work on such a topic, which motivated and encouraged me in every
moment while going through this rigorous task.

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Executive Summary
Training activities are one of the major activities in an organization. Mutual Trust Bank Training
Institute (MTBTI) is an ideal place for training the employees on different topics. An excellent team
of trainers conduct the training programs. Their dedicated work makes them possible to train
employees to improve their work performance.
Having one of the most equipped training institutes, MTB is proud of its trainers and trainees. The
report concentrated mainly on the training institute. As a private commercial bank, work pressure is
very high in Mutual Trust Bank. So they need highly professional people who are very dedicated to
their work, otherwise the whole operation will mess up. This is a great challenge for
any organization to have such talented people.
The success of a commercial bank depends largely on the quality of service rendered to the clients.
Quality of service depends on the competence and the quality of the employees of the organization.
Qualities can be improved by providing appropriate training to employees. Therefore, the authority
of MTB has to be careful in training.
As the training process of MTB is improving, the policy and process should be revised. Although the
process they have been adopting so far has been somewhat effective, to adapt to the changing
times, the process should be revised and streamlined.

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Table of Contents
Executive Summary................................................................................................................................. v
List of Figures: ........................................................................................................................................ ix
List of Tables: .......................................................................................................................................... x
1

Introduction .................................................................................................................................... 1
1.1

Origin of the report ................................................................................................................. 1

1.2

Objective of the study ............................................................................................................. 1

1.2.1

Broad Objectives: ............................................................................................................ 1

1.2.2

Specific objectives: .......................................................................................................... 1

1.3

Scope: ...................................................................................................................................... 1

1.4

Methodology:.......................................................................................................................... 1

1.4.1

Primary Sources: ............................................................................................................. 2

1.4.2

Secondary sources: ......................................................................................................... 2

1.4.3

Questionnaire design ...................................................................................................... 2

1.4.4

Sampling Plan .................................................................................................................. 2

1.5
2

Literature Review ............................................................................................................................ 3

2.1

Limitations............................................................................................................................... 2

Training: .................................................................................................................................. 3

2.1.1

Types of training and development programs................................................................ 4

2.1.2

Stages of Training and Development Programs:............................................................. 5

2.2

Development: ......................................................................................................................... 5

2.3

Difference between Training and Development: ................................................................... 6

Background ..................................................................................................................................... 7
3.1

Background of MTB................................................................................................................. 7

3.2

MTB Mission: .......................................................................................................................... 7

3.3

MTB Vision: ............................................................................................................................. 7

3.4

MTB Core Values: .................................................................................................................... 8

3.5

MTB Outlook 2014 .................................................................................................................. 8

3.6

Functions ................................................................................................................................. 9

3.7

Profile of MTB: ........................................................................................................................ 9

3.7.1

Board of Directors ........................................................................................................... 9

3.7.2

Membership of Mutual Trust Bank: ................................................................................ 9

3.7.3

Management Hierarchy: ............................................................................................... 10

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3.7.4

More about MTB ........................................................................................................... 10

3.8

Human Resources ................................................................................................................. 10

3.9

Performance of Bank in 2013 ............................................................................................... 12

Training and Development in Mutual Trust Bank Limited: ........................................................... 13

4.1

Trainings offered by MTB:..................................................................................................... 14

4.2

Major Types of Training of MTB: .......................................................................................... 15

4.2.1

Orientation of new employees: ..................................................................................... 15

4.2.2

Business Etiquette Training:.......................................................................................... 15

4.2.3

On the Job Training: ...................................................................................................... 15

4.2.4

Off the Job Training: ...................................................................................................... 15

4.3

Faculty of MTB training program: ......................................................................................... 16

4.4

Library of MTB Training Institute: ......................................................................................... 16

4.5

Online requisition for training: ............................................................................................. 17

4.6

Training Calendar: ................................................................................................................. 17

Analysis: ........................................................................................................................................ 18
5.1

Analysis and Interpretations of Data .................................................................................... 18

5.1.1

Number of employees surveyed: .................................................................................. 18

5.1.2

Types of training undergone by the employees: .......................................................... 19

5.1.3

The response whether the training meets expectation: .............................................. 20

5.1.4

Response on whether the employees can apply their training knowledge: ................ 21

5.1.5

Whether the training objective of each topic was covered and identified: ................. 22

5.1.6

Whether the Training contents were organized and easy to follow: ........................... 23

5.1.7

Whether the training materials distributed were pertinent and useful:...................... 24

5.1.8

Whether the trainers were knowledgeable .................................................................. 25

5.1.9

Whether the instruction of was good: .......................................................................... 26

5.1.10

Whether the trainer met the training objective: .......................................................... 27

5.1.11

Whether the class participation and interaction were encouraged: ............................ 28

5.1.12

Whether adequate time was provided for questions and discussions:........................ 29

5.1.13

Use of visual aids and examples ................................................................................... 30

5.1.14

Rating the overall training............................................................................................. 31

5.2

Major Findings: ..................................................................................................................... 32

5.2.1

Training is meeting expectation of the employees:...................................................... 32

5.2.2

Employees are aware about their trainings: ................................................................. 32

5.2.3

The training objectives are clearly identified to the employees: ................................. 32

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5.2.4

The training materials were not much useful and pertinent: ....................................... 32

5.2.5

Time distribution was better for the training programs: .............................................. 32

5.2.6

The trainers were knowledgeable: ............................................................................... 32

5.2.7

The class participation and interaction were encouraged: .......................................... 32

5.2.8

Employees are optimistic to transfer the learning knowledge to the work: ................ 32

5.2.9

Training at outside institution is very useful:................................................................ 33

5.2.10

Overall training quality was good: ................................................................................ 33

5.2.11

Employees get not only banking trainings but also other trainings: ............................ 33

Recommendation:......................................................................................................................... 34

Conclusion: .................................................................................................................................... 35

Bibliography .................................................................................................................................. 36

Appendix: ...................................................................................................................................... 37

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List of Figures:
Figure 1: Stages in training and development Programs (Rao, 2009) .................................................... 5
Figure 2: Management Hierarchy (MTB, 2013) .................................................................................... 10
Figure 3: Number of Employees ........................................................................................................... 11
Figure 4: HR Milestones (MTB, 2013) ................................................................................................... 12
Figure 5: Journey of Training and Development of MTB (MTB, 2013) ................................................. 13
Figure 6: Training Calendar (Intranet of MTB, 2014) ............................................................................ 17
Figure 7: Number of employees according to gender .......................................................................... 18
Figure 8: Types of training undergone by employees........................................................................... 19
Figure 9: Training Meeting Expectation ................................................................................................ 20
Figure 10: Applying the training knowledge ......................................................................................... 21
Figure 11: Covering each training objective ......................................................................................... 22
Figure 12: Whether training contents were organized......................................................................... 23
Figure 13: Usefulness of Training Material ........................................................................................... 24
Figure 14: Whether the trainers are knowledgeable............................................................................ 25
Figure 15: Whether the instruction is good .......................................................................................... 26
Figure 16: Trainers meeting the training objective............................................................................... 27
Figure 17: Encouraging class participation and interaction .................................................................. 28
Figure 18: Whether time was enough for discussion and questions.................................................... 29
Figure 19: Examples, Visual Aids were used ......................................................................................... 30
Figure 20: Rating the overall training ................................................................................................... 31

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List of Tables:
Table 1: Types of training ........................................................................................................................ 4
Table 2: Training and development according to different authors....................................................... 6
Table 3: Employee Progress of Mutual Trust Bank Limited .................................................................. 11
Table 4: Number of Employees according to their gender ................................................................... 18
Table 5: Types of training undergone by the employees ..................................................................... 19
Table 6: The response whether the training meets expectation.......................................................... 20
Table 7: Whether the employees can apply their training knowledge ................................................ 21
Table 8: Whether the training objective of each topic was covered .................................................... 22
Table 9: Whether the Training contents were organized ..................................................................... 23
Table 10: Whether the training materials distributed were pertinent................................................. 24
Table 11: Whether the trainers were knowledgeable .......................................................................... 25
Table 12: Whether the instruction of was good ................................................................................... 26
Table 13: Whether the trainer met the training objective ................................................................... 27
Table 14: Whether the class participation and interaction were encouraged ..................................... 28
Table 15: Whether adequate time was provided for questions and discussions ................................. 29
Table 16: Use of visual aids and examples ............................................................................................ 30
Table 17: Rating the overall training ..................................................................................................... 31

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1 Introduction
1.1 Origin of the report
This report is prepared as per the requirements of Internship Program for completing the MBA
Degree under the guidance and supervision of Neaz Ahmed, Professor of IBA; Dhaka University.

Objective of the study

1.2

1.2.1 Broad Objectives:

To know about the employee training and development program of Mutual Trust Bank
Limited (MTB)

1.2.2 Specific objectives:

To attain the broad objective, following specific objectives will be followed:

To identify the training method followed by MTB.

To know the opinion of the employees regarding the training and development.
To identify the problems of the training.
To suggest some possible recommendations to overcome the problems relating to training
and development.

1.3 Scope:
I wanted to enrich the report with all the relevant training information of MTB. But as some training
information is confidential, I could not do that. So i conducted the training and development analysis
on the trainees of MTB training institute (MTBTI). I tried to collect the training information of the
current trainees of MTBTI and conducted a survey on them with a questionnaire. After preparing the
report I can say that this study about the training will be approximately same for all employees of
MTB.I can assure that the report will be enough to show the practice of Employee Training and
development activities of the bank.

1.4 Methodology:
I have collected primary and secondary data for my paper.
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1.4.1

Primary Sources:

It was collected through questionnaire which contains relevant questions. I have collected mainly
the Primary Data for my study by utilizing the questionnaire and interview methods.
Information was collected from following officials:
1. Head of Human Resources Division
2. Head of Training programs.
3. Management Trainees & Junior Officers.
1.4.2

Secondary sources:

I have collected data from secondary sources like

1. Banks annual report
2. Different books, periodical seminar papers, training papers, manuals etc. of the bank
which are related to the topic.
1.4.3

Questionnaire design

Questionnaire was prepared with open and close-ended questions. The size of the questionnaire is
two A4 size pages and the average time of questioning was 20 minutes.
1.4.4

Sampling Plan

Population: The target population was the employees of training institute, management
trainees and junior officers.
Sample Size: The sample size was 40

1.5 Limitations
1. The one of the main limitations of the research paper was to conduct a small scale survey on
employees
2. Time period was the other limitation for collecting information
3. Insufficient supply of information. Up to date information was not available.
4. While collecting data, they did not provide much information as everyone was busy with
their work.

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2 Literature Review
Training and development programs play vital role in every organization. These programs improve
employee performance at workplace, it updates employee knowledge and enhances their personal
skills and it help in avoiding managerial obsolescence. With the use of these programs, it is easier for
the management to evaluate the job performance and accordingly take decisions like employee
promotion, rewards, compensations, welfare facilities, etc. These training programs also help the
managers in succession planning, employee retention and motivation. It creates efficient and
effective employees in the organization.

2.1 Training:
According to the Michel Armstrong, Training is systematic development of the knowledge, skills and
attitudes required by an individual to perform adequately a given task or job (Armstrong, 2001).
According to the Edwin B Flippo, Training is the act of increasing knowledge and skills of an
employee for doing a particular job (Flippo, 1984)
The term training indicates the process involved in improving the aptitudes, skills and abilities of
the employees to perform specific jobs. Training helps in updating old talents and developing new
ones. Successful candidates placed on the jobs need training to perform their duties effectively.
(Aswathappa, 2000)
The principal objective of training is to make sure the availability of a skilled and willing workforce to
the organization. In addition to that, there are four other objectives: Individual, Organizational,
Functional, and Social.
Individual Objectives These objectives are helpful to employees in achieving their personal goals,
which in turn, enhances the individual contribution to the organization.
Organizational Objectives Organizational objectives assists the organization with its primary
objective by bringing individual effectiveness.
Functional Objectives Functional
objectives
are
contribution at a level suitable to the organizations needs.

maintaining

the

departments

Social Objectives Social objectives ensures that the organization is ethically and socially
responsible to the needs and challenges of the society. (Goldstein, 1993)

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Further, the additional objectives are as follows:

To prepare the employees both new and old to meet the present as well as the changing
requirements of the job and the organization.
To impart the basic knowledge and skill in the new entrants that they need for an intelligent
performance of a definite job.
To prepare the employees for higher level tasks.
To assist the employees to function more effectively in their present positions by exposing them to
the latest concepts, information and techniques and developing the skills they will need in their
particular fields.
To build up a second line of competent officers and prepare them to occupy more responsible
positions.
To ensure smooth and efficient working of the departments.
To ensure economic output of required quality.

2.1.1

Types of training and development programs

Different practices are followed in different industries and in different organizations. So, the need of
training and development programs is depending on the requirements of the job profile. Therefore
there are various types of programs shared by different authors. The types of training and
development programs are as follows:

Table 1: Types of training

On- the -Job Training

Off the- Job Training

Job Instructions
Apprenticeship & Coaching
Job Rotation
Committee Assignment
Internship Training
Training through step by step

Programmed Instructions
Class Room Lectures
Simulation Exercises
Business Games
Case Study Method
Audio- visual Method
Experiential Exercises
Vestibule training
Computer Modelling
Behavioral Modelling
Role Playing
Conference/ Discussion Method
Workshop / Seminars
(Goldstein, 1993)

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2.1.2

Stages of Training and Development Programs:

Training should be conducted in a systematic order so as to derive expected benefits from it. The
training system involves four stages, namely:
Assessment of training and development programs needs.
Designing the training and development programs.
Implementation of the training program
Evaluation of the training program

Figure 1: Stages in training and development Programs (Rao, 2009)

2.2 Development:
Employee Development Programs are designed to meet specific objectives, which contribute to both
employee and organizational effectiveness. There are several steps in the process of management
development. These includes reviewing organizational objectives, evaluating the organizations
current management resources, determining individual needs, designing and implementing
development programs and evaluating the effectiveness of these programs and measuring the
impact of training on participants quality of work life.
There are various authors who shared their views regarding the role of training and development in
different aspects. The following Table provides the opinions of different authors regarding the view
of training and development.

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Table 2: Training and development according to different authors

Authors

Yoder (1970)

Chris (1996)

Akinpeju (1999)

Opinions of different authors regarding Training & Development

Training and development in todays employment setting is far more
appropriate than training alone since human resources can exert their full
potentials only when the learning process goes for beyond the simple
routine.

Training and development aim at developing competences such as

technical, human, conceptual and managerial for the furtherance of
individual and organization growth

The process of training and development is a continuous one. The need to

perform ones job efficiently and the need to know how to lead others are
sufficient reasons for training and development and the desire to meet
organizations objectives of higher productivity, makes it absolutely
compulsory.

(Kulkarni, 2013)

2.3 Difference between Training and Development:

Training is concerned with the immediate improvement of specific skill of the employee, which is the
ways to make the employee more effective in his current role whereas development is a process to
make the employee efficient enough to handle critical situations in the future, which is how well he
can equip himself for the future demands. The basic difference is; training focuses on the current job
skill (Short term process) whereby the development focuses on the future job skill and efficiency
(Long term process).

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3 Background

3.1 Background of MTB

Mutual Trust Bank Ltd (MTB) is sponsored by a group of dynamic Bangladeshi Entrepreneurs,
Industrialists, Educations and Professionals. Mutual Trust Bank Ltd is one of the renowned and
scheduled private commercial banks of Bangladesh.
The Company was incorporated as a Public Limited Company in 1999, under the Companies Act
1994, with an Authorized Share Capital of BDT 1,000,000,000 divided into 10,000,000 ordinary
shares of BDT 100 each. At present, the Authorized Share Capital of the company is BDT
10,000,000,000 divided into 1,000,000,000 ordinary shares of BDT 10 each. (Mutual Trust Bank
Limited, 2014)
The Company was also issued Certificate for Commencement of Business on the same day and was
granted license on October 05, 1999 by Bangladesh Bank under the Banking Companies Act 1991
and started its banking operation on October 24, 1999. As envisaged in the Memorandum of
Association and as licensed by Bangladesh Bank under the provisions of the Banking Companies Act
1991, the Company started its banking operation and entitled to carry out the following types of
banking business:

Wholesale Banking
Retail Banking
International Trade Financing
Small and Medium Enterprises (SME) Banking
NRB Banking
Privilege Banking
Card Services

The Company (Bank) operates through its Head Office at Dhaka and 101 branches. It carries out
international business through a Global Network of Foreign Correspondent Banks.

3.2 MTB Mission:

We aspire to be the most admired financial institution in the country, recognized as a dynamic,
innovative and client focused company that offers an array of products and services in the search for
excellence and to create an impressive economic value. (Mutual Trust Bank Limited, 2014)

3.3

MTB Vision:

Mutual Trust Bank's vision is based on a philosophy known as MTB3V. We envision MTB to be:
One of the Best Performing Banks in Bangladesh
The Bank of Choice
A Truly World-class Bank
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3.4 MTB Core Values:

Commitment:
Shareholders Create sustainable economic value for our shareholders by utilizing an
honest and efficient business methodology.
Community Committed to serve the society through employment creation, supporting
community projects and events and be a responsible corporate citizen.
Customers Render state-of-the-art service to our customers, offering diversified products
and aspiring to fulfill their banking needs to the best of our abilities.
Employees Be reliant on the inherent merits of the employees and honor our
relationships as part of this renowned financial institution. Work together to celebrate and
reward the unique backgrounds, viewpoints, skills and talents of everyone at the work place,
no matter what the job is.
Accountability:
As a bank, we are judged solely by the successful execution of our commitments; we expect and
embrace that form of judgment. We are accountable for providing the highest level of services along
with meeting the strict requirements of regulatory standards and ethical business practices.
Agility:
We can see things from different perspectives; we are open to change and not bound by how we
have done things in the past. We can respond rapidly and adjust our mode of operation to meet
stakeholders needs and achieve our goals.
Trust:
We value mutual trust, which encompasses transparent and candid communication amongst all
parties.

3.5 MTB Outlook 2014

MTB aims to do business in a compliant yet sustainable manner. Although profits are our ultimate
goal, maintaining ethics and integrity is the key to attaining our objective. We will continue to push
the boundaries to achieve our targets and enhance our capabilities along the way

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3.6 Functions
The Bank offers Full-fledged commercial banking service including collection of deposit, short term trade
finance, working capital finance in processing and manufacturing units and facilitating
international trade.
Financial & technical support to Small Scale Industries (SSI) in order to enable them to
run their enterprises successfully.
Micro credit to the urban poor with a view to facilitating their access to the formal
financial market for the mobilization of resources.
Financing in import and export business like other commercial Banks.
General banking facility like Fixed Deposits Receipts, Savings account, Short Term
Deposits, Foreign Currency Account etc. are available here.

3.7 Profile of MTB:

3.7.1 Board of Directors
To achieve its organizational goals, the bank conducts its operation in accordance with the major
policy guidelines laid down by the Board of Directors, the highest policy making body. The
management looks after the day-to-day operation of the bank. The Board of Directors is the apex
body of the bank. The following are members of the MTB Board of Directors. (Mutual Trust Bank
Limited, 2014)

3.7.2

Mr. Rashed Ahmed Chowdhury, Chairman

Mr. M. A. Rouf, JP, Vice Chairman
Mr. Syed Manzur Elahi
Dr. Arif Dowla
Mr. Md. Hedayetullah
Mr. Md. Abdul Malek
Mr. Md. Wakiluddin
Mrs. Khwaja Nargis Hossain
Mr. Anjan Chowdhury
Mr. Q.A.F.M Serajul Islam
Mr. Anwarul Amin
Dr. Sultan Hafeez Rahman
Mr. Anis A. Khan, Managing Director & CEO
Membership of Mutual Trust Bank:
Metropolitan Chamber of Commerce and Industry, Dhaka (MCCI, D)
The Institute of Bankers Bangladesh (IBB)
Bangladesh Foreign Exchange Dealers Association (BAFEDA)
Bangladesh Institute of Bank Management (BIBM)
International Chamber of Commerce Bangladesh Limited (ICCB)
Association of Bankers Bangladesh Limited (ABB)
Bangladesh Association of Publicly Listed Companies (BAPLC)
American Chamber of Commerce in Bangladesh (AMCHAM)
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3.7.3

Management Hierarchy:

Figure 2: Management Hierarchy (MTB, 2013)

3.7.4

More about MTB

Registered Name of the Company
Company Registration No.
Bangladesh Bank Permission No.
Registered Office:
SWIFT CODE
Corporate Website

Mutual Trust Bank Limited

c38707(665)/99 on September 29, 1999
BRPD (P)744(78)/99-3081 on October 5, 1999
MTB Centre, 26 Gulshan Avenue
Plot 5, Block SE(D), Gulshan 1, Dhaka 1212
MTB BD DH
www.mutualtrustbank.com

3.8 Human Resources

MTBians (Employees of MTB) have gone through an era of transformation between 2009 and 2013
in terms of HR practices. Back in 2008, MTB had a traditional HR system which was basically a
personnel department. As much as 70-80% of HR time was involved in manual day-to-day HR routine
operational activities. A revolutionary change has been brought in all HR functions under the
supervision of skilled HR professionals of MTB. MTB incorporated world-class benefits and facilities
for employees. For long-term sustainability in banking industry, HR has given concentration to
developing professional and specialized employees. This has been continued since 2009 to all
MTBians so that they can serve MTB clients with highly valued products and services. MTB has
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cultivated the kind of corporate culture which encourages values of forward-looking, creative
attitudes and mutual cooperation (MTB, 2013).
Table 3: Employee Progress of Mutual Trust Bank Limited
YEAR

2009

2010

2011

2012

2013

Number of
Employees

841

1,089

1,269

1,316

1,378

Number of Employees

1500

1000

500

0
Y- 2009

Y- 2010

Y- 2011

Y- 2012

Y- 2012

Figure 3: Number of Employees

All HR information is available to every employee from the first day of his/her joining. These
corporate intranet HR pages are now a popular dashboard for day-to-day uses by MTBians to know
employees information, training, circulars, upcoming events and recognition programs.
Along with that, in order to bring about greater alignment between corporate objectives and
individual growth, the Banks Performance Management System, has been streamlined in 2013. The
changes have helped to increase the ownership of appraiser and reviewer in the performance
management process.
MTB recognizes that its success is deeply embedded in the success of its human capital. During 201213, the Bank continued to strengthen its HR processes in line with its MTB3V, of creating an inspired
workforce. The employee engagement initiatives included placing greater emphasis on learning
and development, launching leadership development programs, introducing internal
communication, providing opportunities to employees to seek aspirational roles through internal
job postings and periodic job rotations, streamlining the Performance Management System, making
the compensation structure more competitive and streamlining the performance-linked
rewards and incentives.

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Figure 4: HR Milestones (MTB, 2013)

The Bank has emerged as a strong employer and a brand for better working and learning
environment in the banking sector of Bangladesh. It is moving forward in 2014 by enhancing its
capability to become more adaptable, resilient, agile, and customer-focused to succeed in future.
Also MTB GHR is developing its ability to manage a diverse body of talent that can bring innovative
ideas, perspectives and views to their work by becoming an employer of choice and a model of best
practice Human Resource Management.

3.9

Performance of Bank in 2013

2013 was a focus year for Mutual Trust Bank as regards expansion and diversification of various
business lines. A strategic approach streamlining diverse business opportunities had been
undertaken, but due to the adverse economic situation it was not a completely successful business
year. They achieved a remarkable growth in diversification of business, though the year was marked
with fierce competition amongst the major players seeking to streamline themselves in order to
keep pace with transformation.
As of the year 2013, MTBs total assets along with subsidiaries had risen to 8.91% over 2012,
reaching BDT 101,464 million. Accompanying this quantitative growth was an improvement in asset
quality, with careful risk management measures contributing to high quality loans and advances. The
NPL ratio of the bank decreased to 3.62% from 3.69%, which is still much lower than that of the
countrys NPL (MTB, 2013).
In 2013, Net Income increased by 74.84%, to BDT 573 million from BDT 328 million over the previous
year. A number of successful strategies were taken in 2013, including steady growth of savings and
lending businesses, development of more innovative and customer-centric financial products.
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4 Training and Development in Mutual Trust Bank Limited:

The Bank has built a training infrastructure which is state-of-the-art: Mutual Trust Bank Training
Institute (MTBTI).It is situated in MTB square, 210/A/1 Tejgaon Industrial Area, Tejgaon, Dhaka 1208.
The agship in-house programs of MTBTI include the induction program for new entrants and credit
and foreign exchange programs for building a pool of specialists in the respective domains. External
programs for team- building, leadership, organizational development, management development
programs and people management programs have been organized for all employees. As a part of
leadership and management development program, MTB has recruited 75 Management trainees
(MMT2011, MMT2012, MMT2013, MMT 2014) from 2011 to 2014. They go through a rigorous crossdepartmental and branch exposure training.
Mutual Trust Bank ltd always gives great importance on training and development of its employees.
Thats why it has its own training institute with qualified people who are arranging trainings for the
employees of MTB. It believes that employees can provide better service if they are trained well. The
Human Resource department wants to ensure a dedicated team of well trained employees who can
serve the customers as well as the bank by their expertise. Different types of trainings are offered to
the employees according to the bank rule. Most of the trainings are regarding banking activities and
the trainings are well structured.

Figure 5: Journey of Training and Development of MTB (MTB, 2013)

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4.1 Trainings offered by MTB:

Trainings that are offered from MTB to its employees:
Foundation course
General Banking
Foreign Exchange Operations.
Credit Management
SME Financing
Banking Laws and Regulations
Anti-money laundering policies and implementation
BASEL-II Implementation
IT Securities and Information System in Bank
Customer service Intelligence
CIB reporting
SBS I,II & III
Credit Risk Grading
UCPDC -600
Prevention of Malpractices in Bank
Retail Banking
Treasury operation
Workshop for problem and solving as per department requirement
Loans and advances reporting for submission to BB
Internal control risk Management
Foreign exchange risk management
Basic Accounting Concept for Bankers
Training at other institutes (e.g. BIBM)
Other trainings including foreign training (Intranet of MTB, 2014)
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Major Types of Training of MTB:

4.2

The major types of training are:

Orientation of new employees
Business etiquette training
On The Job Training
Off The Job Training

4.2.1

Orientation of new employees:

This orientation can strengthen the new employees relationship with the organization. This
program integrates new employees into company and makes them feel comfortable and
welcome. It is an important step in helping them adjust to the workplace and the job. It gives a
brief idea about the mission and vision of the company.

4.2.2

Business Etiquette Training:

MTB arrange business etiquette training to all of its employees to provide an idea about the
culture of the company. In this training several things like dining etiquette, communication
basics, dress code, speaking style, and presentation style are discussed. This program helps
employees to get the real picture of companys expectation from them.

4.2.3

On the Job Training:

During on the job training, a trainee gets the opportunity to have the firsthand experience of the
banking activities. They are posted in different branches or any department of head office to
practically see the process. During on the job training say, general banking, the officers are
required to undergo rotation in general banking activities. Similar process is followed in case of
CRM & Foreign Exchange.

4.2.4

Off the Job Training:

To get better performance from the employees MTB also arranges some off job training. They are
(Intranet of MTB, 2014):
Class Room Training or Lecture
Video Presentation
Laboratory Training
Case Study
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Class Room or lecture

This is the most common and simplest form of off job training. In this process, lecturers from
different department are called to take the class on a specified subject. Mostly the veteran
bankers take the class. Employees from different departments can participate in this training.
Video Presentation
It allows the trainee to solve a specific problem, and receive immediate feedback using the
videos. This training is very much communicative and helpful for the trainees. Different messages
can be given perfectly through this video presentation.
Team building training
It is designed to develop the interpersonal skills, which can help them for future job
responsibilities. Its main objective is to develop the skills of an employee to work effectively in a
team.
Case Study
It attempts to simulate decision making situation that trainee might find on the job. The trainee
must make certain judgment and identify possible solution to the problem. This training is very
much important for management employees. By this training they learn about the real
hypothetical circumstances.

4.3 Faculty of MTB training program:

The training institute has built up a pool of knowledgeable/competent trainer within the bank. In
addition to permanent and professional trainers, speakers are drawn from operational side so
that on the job experience may be exchanged and shared. Over and above, speakers from Central
Bank, professional training institutions, universities, research organizations and Govt.
organizations are also invited to share views and experience. Senior and retired bankers are also
regularly invited.

4.4

Library of MTB Training Institute:

The institute has a good collection of books, journals and magazines. The books are mainly on
subjects like banking, economics, accounting, management and marketing etc. The books are
issued the employees only. There is enough space in the library to sit and read different kinds of
books.

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4.5 Online requisition for training:

It is a very innovative idea for MTB. There are some moments when employees think that they
need some training in a specified subject. To help them understand and get the training they
need, they can go to MTB Intranet and give nomination for the training. If there are a certain
number of people for a specified training then the training institute arranges that training. This
online requisition for training is very popular in MTB.

4.6 Training Calendar:

In MTB intranet there is a training calendar open for all. From this calendar the employees can
see what training is currently operating and if they find it important then they can apply for it.

Figure 6: Training Calendar (Intranet of MTB, 2014)

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5 Analysis:
5.1 Analysis and Interpretations of Data
5.1.1

Number of employees surveyed:

I surveyed 40 employees of the MTB. Among them 28 were male and rest of them were female.

Table 4: Number of Employees according to their gender

Gender

Number

Percentage

Male

28

70%

Female

12

30%

Percentage of employee according to Gender

Female
30%

Male
70%

Figure 7: Number of employees according to gender

Analysis: From the table we see that the 70% employees are male and 30% of the employees are
female.

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5.1.2

Types of training undergone by the employees:

Table 5: Types of training undergone by the employees

Type

Number of respondents

Percentage

On the Job training only

10

25.00%

Off the job training only

20.00%

Both

22

55.00%

Types of training undergone by employees

On the Job
training only
25%
Both
55%

Off the job

training only
20%

Figure 8: Types of training undergone by employees

Concept: On job and off job training both are important while training an employee. Sometimes on
job training becomes more effective for the employees because employees get more experience and
practical example from this training than off job trainings.

Analysis: From the above illustration we can see, the off job training only figure is 20%, on job only is
25 % and both is 55%. MTB focuses on both kind of training to get the utmost benefit from the
employees. Off the job trainings are effective for learning the rules and regulations of the banking
whereas on the job training is effective for getting practical experiences.

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5.1.3

The response whether the training meets expectation:

Table 6: The response whether the training meets expectation

Response

Number of
respondents

Percentage

Strongly agree

32

80.00%

Agree

20.00%

Neutral

0.00%

Disagree

0.00%

Strongly disagree

0.00%

Training Meeting Expectation

Disagree
0%
Neutral
0%

Agree
20%

Strongly agree
80%

Strongly
disagree
0%

Figure 9: Training Meeting Expectation

Concept: Training must meet the expectation of the trainees; if the training doesnt meet the
expectation of trainees then the full training is not worthwhile to the organization and to the
employees.

Analysis: As we can see from the above illustration, 80% employees marked on strongly agree that
the trainings met their expectations and rest 20 % marked on agree, that means they also think the
training met their expectations. None of them disagrees about the effectiveness of the training.

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5.1.4

Response on whether the employees can apply their training knowledge:

Table 7: Whether the employees can apply their training knowledge

Response

Number of
respondents

Percentage

Strongly agree

25

62.50%

Agree

15

37.50%

Neutral

0.00%

Disagree

0.00%

Strongly disagree

0.00%

Applying the training knowledge

Strongly
disagree
0%
Neutral
0%

Agree
38%

Disagree
0%
Strongly agree
62%

Figure 10: Applying the training knowledge

Concept: Employees are expected to implement their learning from the training in their practical
work. If an employee become unable to apply his/her learning in the job, what he/she got from the
training then the ultimate benefit from the training is basically nothing. An employee should be able
to apply his knowledge in the job what he has learned from the training to enrich his effectiveness
toward the job.

Analysis: The illustration shows that 62.5% employees strongly believe that they will be able to apply
the knowledge learned from the trainings and 37.5% employees agree with the same statement.

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5.1.5

Whether the training objective of each topic was covered and identified:

Table 8: Whether the training objective of each topic was covered

Response

Number of
respondents

Percentage

Strongly agree

0.00%

Agree

20.00%

Neutral

16

40.00%

Disagree

16

40.00%

Strongly disagree

0.00%

Covering each training objective

Strongly
disagree
0%

Strongly agree
0%

Agree
20%
Disagree
40%

Neutral
40%

Figure 11: Covering each training objective

Concept: To deliver a fruitful training to the employees, a trainer should ensure that the training
objective for each of the topic were identified and followed and the trainees must support the
trainer to do so. It needs both efforts to meet the objective and to identify the objective of overall
training.

Analysis: From the above illustration we can see 20% employees among 40 employees agree the
training objective for each topic were identified and followed and 40% employees remain neutral
and 40% employees disagree with the statement.

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5.1.6

Whether the Training contents were organized and easy to follow:

Table 9: Whether the Training contents were organized

Response

Number of
respondents

Percentage

Strongly agree

0.00%

Agree

18

45.00%

Neutral

14

35.00%

Disagree

20.00%

Strongly disagree

0.00%

Training contents were organized

Strongly agree
0%

Strongly disagree
0%
Disagree
20%

Agree
45%
Neutral
35%

Figure 12: Whether training contents were organized

Concept: To make the training more meaningful and communicative, the training content must be
easy, organized and structured. If the trainees cannot follow the training contents easily and get
stuck with the unorganized training material content then they will not be able to concentrate and
the training will not become effective.

Analysis: From the above illustration we can see that 45% employees agree that the training content
were organized and easy to follow, while 35% remain neutral and 20% disagree with the statement.

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5.1.7

Whether the training materials distributed were pertinent and useful:

Table 10: Whether the training materials distributed were pertinent

Response

Number of
respondents

Percentage

Strongly agree

12.50%

Agree

11

27.50%

Neutral

10.00%

Disagree

15

37.50%

Strongly disagree

12.50%

Usefulness of Training Material

Strongly Strongly agree
disagree
12%
13%

Agree
28%

Disagree
37%
Neutral
10%

Figure 13: Usefulness of Training Material

Concept: The training material enables the trainees to understand the training easily. Trainees can
take idea or can make themselves correct with the help of those materials. The training materials
should be easy and useful to the trainees to they can understand the topics easily.
Analysis: As we see from the above illustration 12.5% employees strongly agree that the training
materials were useful and pertinent. 27.5% employees agree that the materials were useful to them.
10% employees were neutral about this question. 37.5% employees disagree and 12.5% employees
strongly disagree regarding this statement.

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5.1.8

Whether the trainers were knowledgeable

Table 11: Whether the trainers were knowledgeable

Response

Number of
respondents

Percentage

Strongly agree

11

27.50%

Agree

29

72.50%

Neutral

0.00%

Disagree

0.00%

Strongly disagree

0.00%

Whether the trainers are knowledgeable

Disagree
0%
Strongly agree
28%

Strongly
disagree
0%

Neutral
0%
Agree
72%

Figure 14: Whether the trainers are knowledgeable

Concept: Training is delivered by the trainer; in this sense the trainer must be knowledgeable to
share the knowledge. If the trainer is not knowledgeable then the trainees cannot get good training
from the training program. The transfer of knowledge from trainer to trainee becomes impossible.
To conduct a good and effective training the trainers must be knowledgeable.

Analysis: From the above illustration we can see 27.5% employees strongly agree that the trainer
was knowledgeable and 72.5% employees agree with that answer.

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5.1.9

Whether the instruction of was good:

Table 12: Whether the instruction of was good

Response

Number of
respondents

Percentage

Strongly agree

12

30.00%

Agree

19

47.50%

Neutral

22.50%

Disagree

0.00%

Strongly disagree

0.00%

Whether the instruction is good

Strongly
disagree
0%

Disagree
0%
Neutral
23%

Strongly agree
30%

Agree
47%

Figure 15: Whether the instruction is good

Concept: The outcome of the training depends on the quality of the instruction. If the quality of the
instruction from the instructor is better, the trainees can understand the topics discussed in the
training. To ensure a fruitful and effective training the quality of the instruction must be better.

Analysis: From above illustration we can see that 30% of the employees strongly agree that the
training instruction is good. 47.5% employees agree with that and 22.5% employees are neutral
about that.

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5.1.10 Whether the trainer met the training objective:

Table 13: Whether the trainer met the training objective

Response

Number of
respondents

Percentage

Strongly agree

5.00%

Agree

21

52.50%

Neutral

10

25.00%

Disagree

17.50%

Strongly disagree

0.00%

Trainers meeting the training objective

Strongly agree
5%

Strongly
disagree
0%

Disagree
18%

Neutral
25%

Agree
52%

Figure 16: Trainers meeting the training objective

Concept: The trainer must meet his/her training objective by delivering necessary lecture,
communicating with the trainees, sharing knowledge, giving examples. Trainees cannot get good
knowledge regarding the training if the trainer is not effective who doesnt meet the training
objective.

Analysis: From the above illustration we can see 5% employees strongly believe that the trainer met
the objectives, 52.5% employees agree with that, 25% remain neutral and 17.5% dont think the
trainer met the training objective

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5.1.11 Whether the class participation and interaction were encouraged:

Table 14: Whether the class participation and interaction were encouraged
Response

Number of
respondents

Percentage

Strongly agree

13

32.50%

Agree

27

67.50%

Neutral

0.00%

Disagree

0.00%

Strongly disagree

0.00%

Encouraging class participation and

interaction
Strongly
disagree
0%
Strongly agree
32%

Neutral
0%

Disagree
0%

Agree
68%

Figure 17: Encouraging class participation and interaction

Concept: Effective training includes feedback and good communication between the trainer and the
trainee. To make the training more effective by the equal participation, the trainer must encourage
the trainees with class participation and interaction.
Analysis: From the above illustration we can see, 32.5% employees strongly agree that class
participation and interaction were encouraged in the training class and 67.5% employees agree with
the statement.

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5.1.12 Whether adequate time was provided for questions and discussions:

Table 15: Whether adequate time was provided for questions and discussions
Response

Number of
respondents

Percentage

Strongly agree

22.50%

Agree

25

62.50%

Neutral

0.00%

Disagree

15.00%

Strongly disagree

0.00%

Whether time was enough for discussion

and questions
Neutral
0%

Disagree
15%
Strongly agree
22%

Strongly
disagree
0%

Agree
63%

Figure 18: Whether time was enough for discussion and questions

Concept: Adequate time should be distributed for the question and discussions after the training
session. This helps the trainees to make themselves clear about the training and they can solve any
problems with discussions.

Analysis: From the above illustration we can see 62.5% employees agree and 22.5% strongly agree
that adequate time was provided for questions and discussions after the training session. And 15%
employees do not agree with that.

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5.1.13 Use of visual aids and examples

Table 16: Use of visual aids and examples

Response

Number of
respondents

Percentage

Strongly agree

12

30.00%

Agree

28

70.00%

Neutral

0.00%

Disagree

0.00%

Strongly disagree

0.00%

Examples, Visual Aids were used

Strongly
disagree
0%
Strongly agree
30%

Neutral
0%

Disagree
0%

Agree
70%

Figure 19: Examples, Visual Aids were used

Concept: To make the training more attractive, informative, interesting trainers should use example,
visual aids while they give training in front of the trainees.

Analysis: From the above illustration we can see 30% of the employees strongly agree that
examples, visual aids are used in the training sessions and 70% of the employees agree with that.

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5.1.14 Rating the overall training

Table 17: Rating the overall training

Response

Number of
respondents

Percentage

Excellent

12.50%

Good

28

70.00%

Average

17.50%

Poor

0.00%

Very Poor

0.00%

Rating the overall training

Very Poor
0%
Average Excellent
12%
18%

Poor
0%

Good
70%

Figure 20: Rating the overall training

Analysis: Analysis shows that 70% of the employees think that the training was good, 12.5% think
that the training was excellent and the rest 17.5% of the trainees think that the training was average.
There was no negative comment about the overall training program.

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5.2 Major Findings:

5.2.1 Training is meeting expectation of the employees:
From the analysis of the data we can say that the training that MTB organizes for its employees, is
meeting their expectation.

5.2.2 Employees are aware about their trainings:

From the questionnaire survey I have found out that, all the employees are aware about the training
programs and the implementation of the knowledge they get from the training.

5.2.3 The training objectives are clearly identified to the employees:

The training objectives are clearly identified to the employees; the employees know why they are
having the trainings and how the trainings will help them in their work.

5.2.4 The training materials were not much useful and pertinent:
Most of the employees believe that the training materials were not that much useful and relevant to
the specific training.

5.2.5 Time distribution was better for the training programs:

Most of the employees agree that the time sliced for each training course was better and they had
plenty of time to understand the training topics in the class room. But few of them disagreed with
that. Which means MTB can give some importance to this matter.

5.2.6 The trainers were knowledgeable:

From the employees response it is seen that the trainers were knowledgeable to operate the
training operation to the trainees.

5.2.7 The class participation and interaction were encouraged:

Employees think the trainers encourage themselves to participate in the class and to do interaction
regarding the training topics.

5.2.8 Employees are optimistic to transfer the learning knowledge to the work:
Employees think that they will be able to apply their knowledge that they have learned from the
training in their work.

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5.2.9 Training at outside institution is very useful:

Employees believe that training at outside institution (BIBM) are very helpful than in house trainings.

5.2.10 Overall training quality was good:

All the employees think that the overall quality of the training was good but they expect the
trainings to be better.

5.2.11 Employees get not only banking trainings but also other trainings:
Employees at MTB get not only trainings about the traditional Banking trainings. They also get some
other training like managerial trainings, interpersonal trainings and English language trainings.

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6 Recommendation:
MTB should arrange other trainings more (managerial trainings, English speaking, reading,
writing training, quick customer service trainings, etc.)
Training time for specific trainings need to be expanded.
MTB should arrange on job training rather than off job training.
Training contents should be organized and more relevant.
Employees should get comprehensive training on operating and maintaining the software
Flora.
The HR department should find out why employees think outside institution trainings are
more useful than in house trainings.
The ROI The return on investment made towards training and development activity need
to be measured.
Employees have to be aware about the cost invested by company indirectly and they will be
motivated to get the desired result.

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7 Conclusion:
Lots of new commercial banks have been established in last few years and these banks have made
this sector very competitive. The success of a bank depends on the better service from the bankers
to customers. Successful training and development can develop highly trained bankers in the banks,
who can serve the customer well, and can achieve customer satisfaction for the organization. By
proper training and development process employees become more efficient and can contribute well
in the organization in every work.
MTB is setting new standards in the Banking sector in the time of turbulent economic conditions.
From the very inception it plays a vital role in the national economy. To keep pace with the motto,
they provide proper attention on every department including the Human Resources Department. An
important function of this HR Department is Training and Development. Banking sector no more
depends on a traditional method of banking. In this competitive world, this sector has trenched its
wings wide enough to cover any kind of financial service anywhere in this world.
This report has tried to present the training and development practices in MTB. From the analysis I
found the Training and Development system is a very satisfactory one. During the time of my
internship, I got the support as per my demand for attaining this knowledge and to get proper
information about my topic.
Despite few problems in training and development section in MTB, it is improving its employee and
executive skill to reach the summit.

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8 Bibliography
Intranet of MTB. (2014, December 18).
Mutual Trust Bank Limited. (2014, December 18). Retrieved from http://mutualtrustbank.com/
Armstrong, M. (2001). A Handbook of Human Resource Management Practice. Kogan Page.
Aswathappa. (2000). Human resource and Personnel Management. New Delhi: Tata Mcgraw-Hill
Publishing Company Limited.
Flippo, E. B. (1984). Personnel Management. McGraw Hill.
Goldstein. (1993). Training in Organizations: Needs Assessment, Development and Evaluation.
Monterey : Brooks/Cole.
Kulkarni, M. P. (2013). Journal of Arts, Science and Commerce. Training and Development and
Quality of Life, 10.
MTB. (2013). Annual Report. Dhaka.
Rao, P. S. ( 2009). Essentials of Human Resource management and Industrial Relations. Himalaya
Publication House.

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9 Appendix:
Survey Questionnaire
Name:
Sex:
Designation:

Please tick/ indicate your impressions of the items listed below.

Questions

Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

1. The training met my expectations

2. I will be able to apply the
knowledge learned.
3. The training objectives for each
topic were identified and
followed
4. The content was organized and
easy to follow.
5. The materials distributed were
pertinent and useful
6. The trainer was knowledgeable.
7. The quality of instruction was
good.
8.

The trainer met the training

objectives.

9. Class participation and

interaction were encouraged
10. Adequate time was provided for
questions and discussion.
11. I will be able to apply this
knowledge in my workplace
12. Examples, visual aids used

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13. What type/types of training have you undergone?

14. How do you rate the training overall?

Excellent

Good

Average

Poor

Very poor

15. What aspects of the training could be improved?

16. What elements of the training sessions did you find most worthwhile? Why?

17. Other comments?

THANK YOU FOR YOUR PARTICIPATION!

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