Training and Development Practices of Bank Asia Limited

By
Md. Mazharul Islam
1st Batch, Id# 708

Supervisor’s name:
Md. Ashadullah
Lecturer

Department of Management Studies

Jahangirnagar University

August, 2015
 ii

BONAFIDE CERTIFICATE

Certified that this project report titled ‘Training and Development Practices of

Bank Asia Limited’ is the bonafide work of Mr. Md. Mazharul Islam who carried out

the research under my supervision certified further, that to the best of my knowledge

the work reported herein thus not form part of any other project report or dissertation

on the basis of which a degree or award was conferred on an earlier occasion on this

or any other candidate.

I hereby, acknowledge his work and wish him all the success.

......................................................

Md. Ashadullah
Lecturer
Department of Management Studies
Jahangirnagar University
 iii

ACKNOWLEDGEMENT

By the grace of Almighty I have completed my Internship period successfully and

prepared this internship report.

I wish to express deep gratitude to my honorable internship supervisor Mr. Md.

Ashadullah for his persistent guidance, keen interest and continuous encouragement.

I felt lucky getting opportunity to work with Bank Asia Limited as enrolled into

Internship Program. With warm gratitude from my heart I would like to remember all

of the names associated to Bank Asia Limed, North South Road Branch, who helped

me a lot throughout my internship period. Such names are, Mr.Ibne Md.

Shamsuzzaman (VP & Head of Branch), Mr. Kazi Abu Sayem (SEO & Manager

Operations), Al Mamun-Khan (EO & GB In-Charge), Afrin Khan (JO), Mr. Rafiul

Islam (PO), Sima Begum(JO), Mr Humayun Kabir (JO), Mr A.B.M. Nazmul Huda

Chowdhury (BO), and others. I am very much thankful to them for their kind

suggestion, direction and enormous assistance from the very beginnings which I

found no alternative.

I am also grateful to all of the faculty members of Department of Management

Studies, Jahangirnagar University, as my effort would be ruined without their

guidance and direction.

Last but not the least, the gratitude and thankfulness which is neither expressible nor

substitutable is for my parents who supported, encouraged and sacrificed a lot to see

my graduation done. And all the supports, helps from my friends, group mates created

a bond that I wish to presume with pleasure & thankfulness.

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TABLE OF CONTENTS
LIST OF TABLES ........................................................................................................ vi
LIST OF FIGURES ...................................................................................................... vi
LIST OF ABBREVIATIONS ......................................................................................vii
CHAPTER 1: INTRODUCTION .................................................................................. 1
1.1 Background of the Study ................................................................................. 2
1.2 Statement of the Study Report ........................................................................ 2
1.3 Rationale of the Study: .................................................................................... 2
1.4 Objectives of the Study ...................................................................................... 3
1.5 Scope & Limitations........................................................................................ 3
CHAPTER 2: METHODOLOGY ................................................................................. 4
2.0 Methodology of the study ................................................................................... 5
CHAPTER 3: ORGANIZATION PROFILE................................................................. 6
3.1 History of the Bank ............................................................................................. 7
3.2 Vision of Bank Asia Limited .............................................................................. 8
3.3 Mission Statement of the Bank Asia ................................................................... 8
3.4 Goal of Bank Asia Limited ................................................................................. 8
3.5 Slogan of Bank Asia Limited .............................................................................. 9
3.6 Core Values of Bank Asia Limited ..................................................................... 9
3.7 Current Banking Scenario in Bangladesh & Bank Asia’s Position .................. 10
3.8 Corporate Governance & Regulatory Compliance ........................................... 12
3.9 Corporate Structure ........................................................................................... 12
3.9.1 Corporate Milestones ................................................................................... 12
3.10 Organization Hierarchy ................................................................................. 15
3.11 Activities Undertaken & Departments in Bank Asia Limited ........................ 17
3.11.1 Human Resource Department: .................................................................. 17
3.11.2 Corporate Asset and Client Origination (CACO): .................................... 17
3.11.3 Public Relationship Department: ............................................................... 18
3.11.4 Board Secretariat: ...................................................................................... 18
3.11.5 Share Department: ..................................................................................... 18
3.11.6 Credit Risk Management: .......................................................................... 18
3.11.7 Branch Control Department: .............................................................. 19
3.11.8 Risk Management Division: ...................................................................... 19
3.11.9 Syndication and Specialized Financial Unit: ............................................. 19
3.11.10 International Division: ............................................................................. 20
3.11.11 Anti Money Laundering: ......................................................................... 20
3.11.12 Legal and Recommend: ........................................................................... 20
3.11.13 Treasury Bill: ........................................................................................... 20
3.11.14 Credit Administration: ............................................................................. 20
3.11.15 Finance & Accounts: ............................................................................... 21
3.11.16 General Service Department:................................................................... 21
 v

3.11.17Central Clearing Department: ................................................................... 21

3.11.18 Islamic Banking Department: ................................................................. 21
3.11.19 Agriculture and SME:.............................................................................. 21
3.11.20 Information and Communication Technology: ....................................... 21
3.11.21 Credit Card: ............................................................................................. 22
3.11.22 Internal Control and Compliance: ........................................................... 22
3.12 Product & Services of Bank Asia Limited ...................................................... 22
3.13 Corporate Culture of Bank Asia Limited ........................................................ 26
3.14 Strategic Plan of Bank Asia Limited .............................................................. 27
CHAPTER 4: HUMAN RESOURCES DIVISION OF BANK ASIA LIMITED ... 29
4.1 Overview of Human Resource Division (HRD) ............................................... 30
4.2 HR Vision & Message ...................................................................................... 31
4.3 HR Strategic Directions .................................................................................... 32
4.4 HR Principles .................................................................................................... 33
4.5 Training Practices by HRD in Bank Asia Limited .......................................... 34
CHAPTER 5: FINDINGS &ANALYSIS .................................................................... 36
5.1 Purpose of Training in Bank Asia Limited ..................................................... 37
5.2 Types of Training in Bank Asia Limited ........................................................ 38
5.3 Training Process at Bank Asia Limited ............................................................ 40
5.4 ‘Training Needs Assessment’ at Bank Asia Limited ...................................... 42
5.5 Training Participation in Bank Asia Limited .................................................... 44
5.6 Training Related Problems Faced by HRD ..................................................... 45
CHAPTER 6: RECOMMENDATIONS & CONCLUSION ....................................... 47
6.1 Conclusion....................................................................................................... 48
6.2 Recommendations ........................................................................................... 48
ANNEX 1..................................................................................................................... 49
REFERENCES ............................................................................................................ 50
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LIST OF TABLES
Table 5.1: Training participation by gender for the year 2014 and 2013 .................... 44
Table 5.2: Training participation by position of year 2014 and 2013 ......................... 44
Table 5.3: Training by different institutes of year 2014 and 2013 .............................. 44
Table A 1.4: Training by different institutes of year 2014 ,2013, 2012 and 2011 ...... 49

LIST OF FIGURES
Figure 3.1 Corporate Structure of Bank Asia Limited ................................................. 12
Figure 3.2: Organizational Hierarchy of Bank Asia Limited ...................................... 15
Figure 3.3: The Organogram of Bank Asia Limited .................................................... 16
Figure 5.4: Training Process for Orientation Training ................................................ 40
Figure 5.5: Training Process for In-House Training .................................................... 40
Figure 5.6: Training Process for Local External Training ........................................... 41
Figure 5.7: Training Process for Foreign Training ...................................................... 41
Figure 5.8: TNA Process of Bank Asia Limited .......................................................... 42
Figure 5.9: Comparison between the number of training participants of 2013 and 2014
...................................................................................................................................... 45
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LIST OF ABBREVIATIONS

BAL=Bank Asia Limited

HRD= Human Resource Department
DSE= Dhaka Stock Exchange
CSE= Chittagong Stock Exchange
SME=Small and medium Enterprise
ATM= Automatic Teller Machine
IPO= Initial Public Offer
CDBL=
KIOSK =
CACO = Corporate Asset and Client Origination
STR= Suspicious Transaction Report
CSD= Customer Service Department
AML= Anti money Laundering
CTR =Cash Transaction Report
PMS= Performance Management System
TNA= Training Need Assessment
KPI=
 viii

EXECUTIVE SUMMARY

Training is a hallmark of good management and a task that managers ignore at their
peril. It makes an opportunity for high involvement for the employee in an
organization. It influences behavior and improves work performance of employees. It
was a great opportunity for me to make a report on Training and Development. The
title of this Internship Report is “Training and Development Practices of Bank Asia
Limited”. This report is based on Human Resources Division, Bank Asia Limited.

Bank Asia Limited is a leading private commercial bank in Bangladesh and is

acclaimed for its outstanding service quality, world-class working environment,
product development capabilities and outstanding Workforces. It has a strong Human
Resources Division which brought phenomenal success for the Bank. The major
functions of Human Resources Division in Bank Asia are recruitment, transfer,
promotion, training, resignation, termination etc.

Training is a mechanism which aims to improve specific knowledge or skills of

employees which are required for the successful completion of their assigned task. It
influences behavior and improves work performance of employees.

This report is divided into four main chapters. In the first of the main 4 chapters, an
overview of Bank Asia is provided. In the Second Chapter, a brief knowledge about
the HRD and the Training Department is given. In the third and the most important
chapter, the actual study result and analysis is discussed. And in the last chapter some
efforts have been made to suggest some recommendations and to conclude the report.
 CHAPTER 1: INTRODUCTION 1

CHAPTER 1: INTRODUCTION
 CHAPTER 1: INTRODUCTION 2

1.1 Background of the Study

Completion of a 3 month Internship program is a compulsory requirement for
everybody pursuing an BBA degree at Department of Management Studies,
Jahangirnagar University. This study report is prepared as a prerequisite for the
completion of Internship program. The focus of the Study is “Training and
Development Procedure of the Banking Sector: A case Study on Bank Asia Ltd.” It is
prepared as internship report under the supervision and guidance of Mr. Md.
Ashadullah, Lecturer, Department of Management Studies, Jahangirnagar University.

1.2 Statement of the Study Report

This report deals with the Exploration of Training Procedure and Operations of the
banking sector in Bangladesh. I selected Bank Asia Limited for my internship
program and I was enrolled in the North south Road Branch of Bank Asia Limited.

1.3 Rationale of the Study:

Human Resources Division is one of the Major & most important division of any
bank. Human Resources division has the responsibility of energizing, developing,
retaining and attracting truly talented people. It’s their job to ensure that people have
the opportunity to release their energies in a constructive and focused way. Human
Resources is also responsible to ensure the “Right Person in Right Place in Right
Time with Right Position”. To develop talented people, HRD of a bank use a
mechanism called Training and Development. Training is one of the most important
functions of HRD. It generates higher productivity through better job performance,
more efficient use of human resources. Training helps to meet goals and objectives
more effectively. It reduces costs due to less labor turnover, errors, accidents, etc. It
develops a more capable, mobile workforce and retains staff more easily. Realizing
the importance of training and development, I have chosen this topic for internship
report because I believe that my study will come as a benefit to the parties who will
enroll in this sector.
 CHAPTER 1: INTRODUCTION 3

1.4 Objectives of the Study

The objectives of the study will be divided into two parts, which are as follows:

Broad Objective
 To explore the Training and Development Practices of Bank Asia Limited

Specific Objectives
 To identify the purpose of training at Bank Asia Limited
 To explore the training process of Bank Asia Limited
 To explore the Training Needs Assessment Process of Bank Asia Limited
 To explore the training participation trend of Bank Asia Limited
 To explore training related problems faced in Bank Asia Limited.

1.5 Scope & Limitations

Many limitations and constraints restricted the study work several time which if
absent could make the effort fully successful. The limitations are as follows:
 First of all HRD’s operations are fully confidential. Since I was not a regular
employee it was quite obvious that all the information was not available to me.
 There were time and resource constraints
 The primary data sources only include the employees of the corporate office.
 CHAPTER 2: METHODOLOGY 4

CHAPTER 2: METHODOLOGY
 CHAPTER 2: METHODOLOGY 5

2.0 Methodology of the study

Data has been collected by using a specific methodology. The sources of data of this
report can be divided into two categories. One is primary and another is secondary
sources. The primary data gathered through discussing informally with BAL
personnel, mostly of HRD. Some secondary data also have been used to make the
report more concrete. These data are collected from different brochures, documents,
Annual Reports, of the BAL and websites.

Primary sources of data:

 Face to face conversation with the BAL officers and executives.
 A survey on the feedback of employees about the trainings provided to them.

Secondary Sources of Data:

 Annual report of BAL.
 Different papers & documents of BAL.
 Website of BAL.
 Relevant books, Articles etc.
 CHAPTER 3: ORGANIZATION PROFILE 6

CHAPTER 3: ORGANIZATION PROFILE

 CHAPTER 3: ORGANIZATION PROFILE 7

3.1 History of the Bank

The declaration of the Government's bold and far-sighted decisions to allow banks in
the private sectors to play its due role in the economy of Bangladesh, it has started the
process of creating new and dynamic financial institutions. One such institution is
Bank Asia Limited (BAL). The emergence of Bank Asia Limited in the private sector
is an important event in the banking era of Bangladesh.

Bank Asia has been launched by a group of successful entrepreneurs with recognized
standing in the society. Bank Asia started its journey on November 27, 1999 with an
aim to be fully customer focused through rendering technology driven innovative
products and services. The Bank obtained Certificate of Incorporation and Certificate
of Commencement of Business on September 28, 1999 and banking license on
October 06, 1999. In the year 2003, the Bank came to the limelight with
oversubscription of the Initial Public Offering of the shares of the Bank, which was a
record (55 times) in our capital market's history and its shares commands respectable
premium. Subsequently the Bank was listed with Dhaka Stock Exchange (DSE) and
Chittagong Stock Exchange (CSE) on January 06, 2004.

It set milestone by acquiring the business operations of the Bank of Nova Scotia in
Dhaka, first in the banking history of Bangladesh. It again repeated the performance
by acquiring the Bangladesh operations of Muslim Commercial Bank Ltd. (MCB), a
Pakistani bank.

Since inception Bank Asia is working efficiently and achieving a strong prominent
position in banking sector. By this time Bank Asia has consolidated its strength
manifold through extending its business rapidly while ensuring sustainable growth.
Bank Asia started its most cherished Islamic banking operation in 2008 for providing
strict Shariah based products. It established its 1st subsidiary company named “Bank
Asia Securities Limited” on March 16, 2011 and another subsidiary company “BA
Exchange Company (UK) Limited” in United Kingdom in the same year. Now the
Bank is rendering services through its 86 Branches, 5 Islamic Windows, 6 SME
Service Centers, 1 Off-shore Banking Unit, and 2 Subsidiary companies.
 CHAPTER 3: ORGANIZATION PROFILE 8

3.2 Vision of Bank Asia Limited

 To have a poverty free Bangladesh in course of a generation in the new

millennium, reflecting the national dream.

 To build a society where human dignity and human right receive the highest
consideration along with reduction of poverty.

3.3 Mission Statement of the Bank Asia

 To assist in bringing high quality service to the customers and to participate in

the growth and expansion of the national economy.

 To set high standers integrity and bring total satisfaction to the clients,
shareholders and employees.

 To become the most sought after bank in the country, rendering technology
driven innovative service by the dedicated team of professionals

3.4 Goal of Bank Asia Limited

Sustainable growth

Synergies between new knowledge and human capital for sustainable economic
growth.

Capital stewardship

Preservation and enlargement of multiple forms of capital, like intellectual, natural,

financial, organizational, social; all of which contribute to long term value creation.
 CHAPTER 3: ORGANIZATION PROFILE 9

Accelerating financial inclusion

Accelerate progress towards financial inclusion with technology like ATM, mobile
phone, smart card based banking services and renewable energy generation projects
especially in rural areas.

Differentiating Value Added Services

Strong focus on extremely cost-efficient and green services through Internet Banking,
electronic fund transfer, automated cheque clearing, e-bank statement, SMS alert etc.

Going Green

Quantification of in-house facilities and energy consumption to promote paperless

office and enhance energy efficiency. Greater emphasis on green banking projects.

Leader in business

 Create new dimension in the syndication and structured financing.

 Grow with export.
 Well diversified portfolio.

3.5 Slogan of Bank Asia Limited

For a better tomorrow “ does not have to confined with the limited service rather
enhanced existing service and brought up new services in order to their existing and
potential clients for made the life more easier’’

3.6 Core Values of Bank Asia Limited

 CHAPTER 3: ORGANIZATION PROFILE 10

 Place customer interest and satisfaction as first priority and provide

customized banking products and services

 Value addition to the stakeholders through attaining excellence in banking

operations

 Maintain high ethical standard and transparency in dealings

 Be a compliant institution through adhering to all regulatory requirements

 Contribute significantly for the betterment of the society

 Ensure higher degree of motivation and dignified working environment for our
human capital and respect optimal work-life balance

 Committed to protect the environment and go green

3.7 Current Banking Scenario in Bangladesh & Bank Asia’s Position

From the beginning of the year 2013 the entire banking industry in Bangladesh
started facing stiff competition to procure business following the emergence of new
commercial banks to ensure better operation and control of all functions of the bank.

Customers of new century are self-motivated, vigilant and informed about the market
conditions, further more development of information technology and
telecommunication systems created an environment whereby customers demand
convenience, reasonably priced better quality financial products and personalized
services. Customer demand together with technological advancement created new
challenges and opportunities in the banking sector in Bangladesh. Adapting realistic
and timely business policies, investments in IT are now prejudicing to stay at the edge
of this assertive and competitive banking business of the country. Invention of new
financial products and services and introduction of new delivery methods are the key
concern of staying close to customers.
 CHAPTER 3: ORGANIZATION PROFILE 11

To cope with the status quo Bank Asia Limited welcomed these developments and
restructured the bank to meet the challenges in future. The branches of the bank are
now solely concentrated providing service to the corporate and consumer clients and
maintain relationship with them. As a result, this new business structure supported
with the robust banking solution will allow the bank to focus on customers’ needs and
provide the best services and products to customer’s doorstep at an attractive price.

Keeping in mind such changed circumstances the bank concentrated not only on
wholesale banking but also on other alternatives. For example, introducing new
products; diversifying Bank’s activities in consumer and retail banking;
simultaneously securing low cost deposits to sustain profitability, increase
shareholders’ wealth; rationalizing the expenses and optimizing fruitful use of the
funds.

The management of the Bank consists of a team led by senior bankers with decades of
experience in national and international markets. The senior management team is ably
supported by a group of professionals many of whom have exposure in the
international market.

The asset and liability growth has been remarkable. Bank Asia has been actively
participating in the local money market as well as foreign currency market without
exposing the Bank to vulnerable positions. The Bank's investment in Treasury Bills
and other securities went up noticeably opening up opportunities for enhancing
income in the context of a regime of gradual interest rate decline.

Bank Asia Limited started its service with a vision to serve people with modern and
innovative banking products and services at affordable charge. Being parallel to the
cutting edge technology the Bank is offering online banking with added delivery
channels like ATM, Tele-banking, SMS and Net Banking and as part of the bank's
commitment to provide all modern and value added banking service in keeping with
the very best standard in a globalize world.
 CHAPTER 3: ORGANIZATION PROFILE 12

3.8 Corporate Governance & Regulatory Compliance

Bank Asia Limited practiced the principles of good corporate governance over the
years that covered compliance of regulatory requirements, responsive to various
stakeholders. Spirit of corporate governance also included practicing of the corporate
culture within the organization and shared this by the employees.

Bank Asia Limited complied with all the regulatory guidelines prescribed by the
Banking Companies Act, Bangladesh Bank, National Board of Revenue and
Securities & Exchange Commission, International Accounting Standards, etc.

3.9 Corporate Structure

The Bank has established an appropriate and effective internal control environment to
ensure that the Bank is managed and controlled in a sound and prudent manner. Bank
Asia’s corporate structure is given below:

Figure 3.1 Corporate Structure of Bank Asia Limited

3.9.1 Corporate Milestones

01. Certificate of Incorporation 28/09/1999

 CHAPTER 3: ORGANIZATION PROFILE 13

02. Certificate of Commencement of Business 28/09/1999

03. Banking License 06/10/1999

04. First Branch License 31/10/1999

05. Inauguration of Bank 27/11/1999

06. Only Bangladeshi bank to acquire operations of 02 foreign 2001 (Bank of Nova Scotia,
banks namely: Bank of Nova Scotia, Canada and Muslim Canada)
Commercial Bank of Pakistan 2002 (Muslim Commercial
Bank of Pakistan)

07. Date of IPO subscription 23-24/09/2003

08. IPO over subscribed by: 56 times

09. Date of First Share Trading in Bourse 08/01/2004

10,868 (shareholders)
10. Number of Shareholders and Shares (at the end of 2009)
21,448,125 shares

11. Date of First Subscription with CDBL 20/12/2005

12. Date of First Script-less Trading 30/01/2006

13. Commenced Operation of Off-Shore Banking 28/01/2008

14. Commenced Operation of Islami Banking 24/12/2008

15. Member, Dhaka Stock Exchange (DSE)

16. Commenced Operation of Capital Market Division 5/08/2009

17. Number of Promoters 22

18. Number of Directors 14

19. Number of Branches 73

20. Number of SME Service Centers 10

21. Number of Agricultural/SME Branch 4

22. Number of Brokerage Branches 5

23. Number of Islamic Banking Wing 5

Own - 48, Shared-240 (Q-

24. Number of ATM booths
cash), Cash Link (125+)

25. Number of KIOSK 3

 CHAPTER 3: ORGANIZATION PROFILE 14

26. Number of employee till December, 2010 1240

27. Number of foreign correspondents (in 2010) 655

Cataract Operation - 885

Beneficiaries from Corporate Social Responsibility (CSR) H.S. Scholarship - 215
28.
Programs Comp. Learning Centres
(25) - 3000+ Students

29. Deposits (as of 31/12/2010) Tk.8,900.00 crore

30. Advance (as of 31/12/2010) Tk.7,900.00 crore

31. Export (as of 31/12/2010) Tk.5,842.00 crore

32. Import (as of 31/12/2010) Tk.11,140.00 crore

Tk.1,854.00 crore through

33. Remittance (as of 31/12/2010)
1236 pay-out location

34. Total assets (at the end of 2009) Tk.68,663.20 mln

AA2 - Long Term ST-1 -

35. Credit Rating Status
Short Term

36. Income tax to Government (in 2009) 959.008 mln or 31.69%

37. Statutory Reserve (in 2009) 457.238 mln or 15.11%

38. Retained for investment and future growth (in 2009) 155.795 mln or 5.15%
 CHAPTER 3: ORGANIZATION PROFILE 15

3.10 Organization Hierarchy

Bank Asia Limited has a very sophisticated organization structure. The organizational
Hierarchy is presented below:

Figure 3.2: Organizational Hierarchy of Bank Asia Limited

 CHAPTER 3: ORGANIZATION PROFILE 16

The Ongongram of Bank Asia Limited is-

Figure 3.3: The Organogram of Bank Asia Limited

 CHAPTER 3: ORGANIZATION PROFILE 17

3.11 Activities Undertaken & Departments in Bank Asia Limited

Departments in Bank Asia:

Basically Bank Asia is divided into 43 departments. Every department is playing its
significant role very well. Without their contribution Bank Asia would not make
progress day by day. So their contribution is valuable from the perspective of both the
bank and the customers. In the following portion, the responsibilities of some of the
different departments in Bank Asia are discussed.

3.11.1 Human Resource Department:

The main role of Human Resource Division in Bank Asia is to do recruitment,
transfer, promotion, training, resignation, termination etc. This department directly
reports to the Managing Director (MD). This department also makes policy for the
internal employees and staffs of Bank Asia. HRD has to play key role in Bank Asia
because they need to select right people for a right job in a right time. So they need to
be very much careful while they hire the people because the bank need to ensure that
whether this people will bring profit for the bank or not.

3.11.2 Corporate Asset and Client Origination (CACO):

The main task for this department is to bring big corporate clients like- industrialist,
business person etc. Also the department has to maintain the business proposal of
those corporate clients. Here the department takes all the responsibilities of the big
corporate clients because they are the assets of the bank. This big corporate person
either deposit large amount of money in the bank or otherwise they take big amount
of loans. So for that reason Bank Asia introduce this department where only big
corporate clients file will handle by this department and also do all the activities
related the file proposal, approval of that big corporate clients.
 CHAPTER 3: ORGANIZATION PROFILE 18

3.11.3 Public Relationship Department:

The main responsibilities of this department is to give news in the newspaper
regarding the bank related information, job circular, information about their products
and services. The department does sharing and gathering the news both internally and
externally. The department also share the information about other bank related news
or activities in Bank Asia.

3.11.4 Board Secretariat:

This department takes different agendas from the board. In this agenda what are the
things will discuss in the board meeting that are told before the board meeting. On
that basis when the board meeting held than all the agendas are discussed in the
meeting. In some cases there are some policies also given in the agenda. Before
discussion of those policies first of all the policies have to present towards the MD sir
for the approval. After giving the final approval by MD, the policies will discuss in
the board meeting.

3.11.5 Share Department:

Share Department basically takes information about the share price of Bank Asia.
Here the department only analyzes the share of Bank Asia and gives the information
regarding the condition of the share to the bank. This department do not deal or
analyze the share of other companies. They only deal with the Bank Asia share.

3.11.6 Credit Risk Management:

The main role of Credit Risk Management is to do the assessment of the individuals
or organizations to see whether they can repay the bank loans or not. Here the
department assesses all the proposal of different branches in Bank Asia. But there is a
condition which is the proposal that they assess is less than 1 million taka. The credit
department also assesses the proposal of the employees of Bank Asia. But there is no
binding for the Bank Asia employees and the amount is not factor for them. The
proposals that came from the employees of Bank Asia, all are assessed by the credit
risk management department. They are not only assessing the proposal, they also
 CHAPTER 3: ORGANIZATION PROFILE 19

monitoring the performance of those clients who take loans from Bank Asia. The
department also assesses those proposals which are worth between the 1 million and
30 million taka. So this department has to do lot of work regarding the loans and
assessing the clients who take loans from Bank Asia.

3.11.7 Branch Control Department:

The main key role of this department is to keep maintain the rules and regulations in
the bank and to monitor that whether all the employees and staffs follow that rules or
not. The controlling process can be done both internally and externally. Internally can
be done when any new rules or regulation formulate by bank than the information will
share to the internal employees and staffs. On the other hand the external processes
are done through the Bangladesh Bank circular. Sometimes Bangladesh Bank
provides some circular for all the banks that need to follow by those banks. In that
case the branch control department needs to ensure that the rules that provide by
Bangladesh Bank are strictly followed by all the employees and staffs of Bank Asia.

3.11.8 Risk Management Division:

The main responsibilities of risk management division includes to identify possible
risks, assessment of level of severity of identified risks, recommend and ensure
implementation of control mechanisms and reporting of risk status to board of
directors, senior management and respective risk committees. They also ensure that
the capital is allocated adequately based on the actual/ presumed risk exposure.

3.11.9 Syndication and Specialized Financial Unit:

The main task for this department is talked with other banks while giving big loans to
a big client. It’s quite difficult for a bank to give big loans alone. That’s why they
talked with other banks and do syndication loans. Syndication loans mean whenever
more than one bank provides loan together to a big clients than the interest rate will be
decided upon the discussion with the banks. So the main role of this department is to
discuss with other banks regarding to give big loans to a big client and after that the
interest rate will fix by the banks.
 CHAPTER 3: ORGANIZATION PROFILE 20

3.11.10 International Division:

International Division basically deals with L/C, Acceptance, Account with the foreign
banks and other international works. The division also deals with the World Bank and
does transaction with the other foreign banks. Basically, Bank Asia has accounts with
some of the foreign banks and all the international transaction will handle by this
International Division

3.11.11 Anti Money Laundering:

Anti-Money Laundering department mainly analyze whether there have any unwanted
transaction have occurred in the bank or not. This department analyzes two reports
which are – STR (Suspicious Transaction Report) and CTR (Cash Transaction
Report). After analyzing those reports if there have any unwanted transaction
happened than bank will take serious action.

3.11.12 Legal and Recommend:

All kinds of legal activities are handling by this legal and recommend department.
The main role of this department is to work with the case of bad loss. When the banks
face any bad loss and there have no hope to recover the loan repayment from the
clients than bank will take help from the legal department and auction the collateral of
the clients who are unable to repay the loan.

3.11.13 Treasury Bill:

Treasury bill department mainly deals with buying-selling in foreign exchange,
buying government Treasury bill, trade arbitrage and balance sheet management.
They also do all the activities for maintaining the Cash Reserve Ratio and Statutory
Liquidity Ratio.

3.11.14 Credit Administration:

For Credit Administration department their main task is to reporting the large
borrower and also sees whether the collateral against the loan are well defined or not.
 CHAPTER 3: ORGANIZATION PROFILE 21

3.11.15 Finance & Accounts:

Finance & Accounts is one of the most important divisions in Bank Asia. Their main
task is to manage the balance sheet, do all sorts of financial activities and formulate
balance sheet. In addition, they interpret decision while the Bank Asia invests in the
share market. All kinds of payment in and out are dealt by finance department. They
also do profit calculation, balance sheet preparation and reporting the capital
requirement under Basel II.

3.11.16 General Service Department:

General Service Department basically provides all kinds of logistical support and
internal services.

3.11.17Central Clearing Department:

This department basically does cash transaction with other banks.

3.11.18 Islamic Banking Department:

Islamic Banking Department is different from conventional banking system. This
department deals with internal credit risk management tasks and their own banking
system. The Islamic banking system is working without interest rate. The
conventional banking system is working with the interest rate. So the Islamic banking
system is far different from the conventional banking system.

3.11.19 Agriculture and SME:

This department provides loans to the small and medium enterprise. In addition they
are assessing those clients who take loan of SME and Agriculture.

3.11.20 Information and Communication Technology:

This department provides all sort of IT services to Bank Asia. Now Bank Asia use
STELAR- Core Banking System software where they can do all kinds of financial
activities in easiest way.
 CHAPTER 3: ORGANIZATION PROFILE 22

3.11.21 Credit Card:

Credit card department basically try to find out the clients who want to use the Bank
Asia credit card. In addition, CRM will get chance to assess those clients who want to
use the credit card.

3.11.22 Internal Control and Compliance:

The main responsibility of this department is to ensure the internal control. The
department also does the inspection and auditing in the bank.

3.12 Product & Services of Bank Asia Limited

Bank Asia Limited offers a wide range of product and services to their customer.
They offer following products and Services:

Business Banking

 Overdraft
 Secured Overdraft
 Secured OD (Earnest Money)
 Working capital finance
 Loan against Trust Receipt
 Loan against Cash Incentives
 Bill discounting
 Loan syndication and structured finance
 Packing credit
 Demand loan
 Demand loan (Work order)
 Time loan
 Transport loan
 House building loan
 Term loan
 Lease finance
 CHAPTER 3: ORGANIZATION PROFILE 23

 Letter of Guarantee
 Letter of Credit
 Back to back Letter of Credit

Small and Medium Enterprise (SME):

Term Loan

 Sondhi - Secured Trading

 Sristi - Unsecured Manufacturing
 Shombridhi - Secured Manufacturing
 Shofol - Unsecured Service
 Sheba - Secured Service
 Subidha - Unsecured Trading

Over Draft
 Somadhan – Secured

Special Products

 Utshob - Seasonal Business

 Subarno - Women Entrepreneur

Consumer Finance

 Auto Loan
 Consumer Durable Loan
 Unsecured Personal Loan
 House Finance
 Loan for Professionals
 Senior Citizen Support

Credit Card

 MasterCard Local Credit Card

 CHAPTER 3: ORGANIZATION PROFILE 24

 VISA Dual Currency Credit Card

 VISA Local Credit Card
 VISA Butterfly Credit Card
 VISA Mini Credit Card
 VISA International Card Against RFCD, RQ A/C
 Virtual Card
 SME Credit Card
 NBFI Card Cheque
 International Prepaid Hajj Card

Treasury

Money Market

 Overnight Call
 Repo and Reserves Repo
 Swap
 Sale and Purchase of Treasury Bill & Bond
 Term Placement
 Term Borrowing
Foreign Exchange Market

 Spot
 Forward
 Interbank Buy/Sale

Deposit Accounts

 Saving Account
 Current Account
 Short Notice Deposit
 Fixed Term Deposit
 Foreign Currency Account
 Deposit Pension Scheme
 CHAPTER 3: ORGANIZATION PROFILE 25

 Monthly Benefit Scheme

 Double Benefit Scheme
 Triple Benefit Scheme
 Bank AsiaSanchoy Plus

Islamic Banking

Deposit Products

 Al-Wadiah Current Account (AWCA)

 Mudarba Savings Account (MSA)
 Mudarba Special Notice Deposit Account (MSNDA)
 Mudarba Term Deposit Account (MTDA) of different Tenure
 Mudarba hajj Savings Scheme (MHSS)
 Mudarba Deposit Pension Scheme (MDPS)
 Mudarba Monthly Profit Paying Deposit Scheme (MMPPDS)
 Smart Junior Saver (SJS)

Investment Products

 BaiMudarbaMuajjal
 Hire Purchase ShirkatulMelk (HPSM)
 Musharaka
 Quard against Accepted Bills

Service Products

 ATM Services
 Remittance Service
 Locker Service
 Online Banking
 Internet Banking
 Phone Banking
 Mobile Banking
 CHAPTER 3: ORGANIZATION PROFILE 26

 Remote Banking (EBEK)

 SWIFT
 Centralized Trade Services
 Student File
 Traveler’s Cheque

Off-shore Banking Unit (OBU) Products

 On-shore Bill Discounting through OBU

 Bill Discounting
 Capital Finance
 Working Capital Finance
 Trade Finance
 On-shore Export Bill Discounting

Capital Market Operation

 Brokerage Operation
 Margin Loan

3.13 Corporate Culture of Bank Asia Limited

Environment

While conducting due diligence on requests for credit facilities, Bank Asia Limited
will strive to ensure that environmental impacts are appraised with the same care as
any other business factors. To the extent deemed practical, Bank Asia Limited will
raise and recommend compliance with local environmental laws to all its borrowing
relationships. They firmly believe in long-term sustainable development, and
investment decisions will only be supported when the bank is convinced, taking into
account all relevant feedback, that any adverse environmental impact will be minimal
or will be avoided altogether.

Teamwork
 CHAPTER 3: ORGANIZATION PROFILE 27

Teamwork and co-operation is an important aspect of the work ethics in Bank Asia
Limited. They leverage on the dynamics of their collective skills, knowledge and
experience to achieve the best for their customers. Bank Asia Limited views its
employees as its greatest asset and recognizes the pivotal role that meritocracy plays
in setting rewards and penalties for safeguarding the interests of its employees. It
respects the incidence of conflicts arising in the workplace and seeks amicable
resolution of contentious issues in a manner that is constructive, open, honest and
ultimately beneficial to all parties involved.

Work Place Ethics

 Fortified Service Rule

 Fortified Code of Conduct

 Fortified Policies

Diversity

Bank Asia Ltd. respects all employees as unique individuals with fundamental human
rights and supports the cultural and ethnic diversity of its workforce. It is their belief
that creating a work environment that enables them to attract, retain and fully engage
diverse talents leads to enhanced innovation and creativity in their services. Bank
Asia Ltd. takes all allegations of harassment seriously, including sexual, communal
etc and prohibits all forms of discrimination.

3.14 Strategic Plan of Bank Asia Limited

 To manage and operate the bank in the most efficient manner to enhance
financial performance and to control cost of fund.
 To strive for customer satisfaction through quality and control and
delivery of timely services.
 To identify customers credits and other banking needs and monitor their
perceptions towards our performance in meeting these requirements.
 To review and update policies, procedure and practices to enhance the
ability to expand better services to customers.
 CHAPTER 3: ORGANIZATION PROFILE 28

 To train and develop all employees and provide them adequate resources
so that customers’ needs can be responsibly addressed.
 To promote organizational effectiveness by openly communicating
company plans, policies, practices and procedures to all employees in a
timely fashion.
 To cultivate a working environment that fosters motivation for improved
performance.
 To increase direct contact with customers in order to cultivate a close
relation between the bank and its customers.
 29

CHAPTER 4: HUMAN RESOURCES DIVISION

OF BANK ASIA LIMITED
 30

4.1 Overview of Human Resource Division (HRD)

The greatest strength of Bank Asia Limited is its "Human Resources". It is their
Human Resources who have brought the phenomenal successes for the company.
They believe they have the ability to go beyond and constantly bring about changes
for the betterment and success which will lead them to achieve the Bank’s goal. It's all
about living their vision, values, codes, leadership, governing principles in their daily
life and deliver upon their brand promise – “For A Better Tomorrow”.

Human Resources division has the responsibility of energizing, developing, retaining

and attracting truly talented people. It’s our job to ensure that people have the
opportunity to release their energies in a constructive and focused way. Human
Resources is also responsible to ensure the “Right Person in Right Place in Right
Time with Right Position”.

HRD of Bank Asia Limited creates opportunities for individuals to shine, empower
people to do better than their best. HRD invites to an environment where one will
always feel appreciated for the difference he/she brings. In return, they are expected
to work according to the company’s longstanding corporate business principles of
Passion, Creativity, Respect, Openness, Simplicity, Ethics, Transparency and
Ownership.

HRD focuses on understanding, leveraging employees’ strengths to ensure they are in

the right roles for them to truly excel, and are committed to helping employees grow,
enabling individual to make a difference and all the teams to win.

At the core of the Bank Asia, people strategy lies in employee engagement. HRD
encourages and focuses on the behavior that brings out the very best from every
employee assessing their performance not just on results but on how those results are
achieved by focusing on the core competencies of Bank Asia which includes
Leadership, Change Orientation, Customer Orientation and Ownership.
 31

4.2 HR Vision & Message

Vision Statement:
“Our vision is to continue to evolve a service oriented environment utilizing a
development-focused human resources professional team, and accept the
responsibility to assess and improve our dedication to be responsive, polite and
supportive to the organization through honesty, motivation, cooperation and
collaboration.”

Mission Statement:
To develop, implement, and support programs and processes which add value to the
Bank Asia Limited and its employees, leading to improved employee welfare,
empowerment, growth, and retention, while committed to the Bank’s key business
drivers, its management and prosperity for its customers, employees and stakeholders.

Values:
Bank Asia is unique through demonstration of its values for its human resources to
make the processes easy, to keep its promises, to inspire and be respectful by its
below core values.

1. Integrity: Because we value integrity, we:

 Keep confidences
 Do what we say we will do
 Do the right thing
 Reveal our decision making process
 Use consistent and objective standards

2. Responsiveness: Because we value responsiveness, we:

 Respond to inquiries and requests in a timely manner

 Use data and feedback to improve service delivery and program
design
 32

3. Collaboration: Because we value collaboration, we:

 Work in partnership toward shared goals

 Share information
 Do our part by participating fully
 Align mutual interests

4. Diversity of Thought and Perspective: Because we value diversity of

thought and perspective, we:

 Challenge the status quo

 Solicit and respectfully consider different perspectives
 Include individuals with different backgrounds, ideas and
viewpoints

5. Exceptional Quality: Because we value exceptional quality, we:

 Strive for perfection and accuracy

 Deliver products and services that reflect the HR "brand"
 Endeavor to exceed client and colleague expectations

4.3 HR Strategic Directions

 Promote and support recruiting strategies and collaborate with departments

to create a high performing, diverse workforce to ensure right person in
right place in right time with appropriate position.

 Respond to the needs of the Bank Asia Limited in a helpful, supportive,

and pro-active manner and provide "quality" services on which the Bank
can rely.
 33

 Initiate policy reviews as legislative, economic, or market conditions affect

financial, legal or other operations of the Bank Asia Limited and respond
appropriately, creatively, effectively and timely with policy and procedure
changes.

 Develop staff excellence through training and consultation for employees

that encourages growth and opportunity and fosters good, open
communication and an overall positive work environment for all
employees.

 Equitably and fairly administer Bank Asia’s’ policies, procedures, and

benefits.

 Honesty, Customer Excellence and Diversity … Our Key to Success

4.4 HR Principles

Bank Asia Limited aims to be a leader in providing quality and value added financial
services to its local and global business relationships. It is our firm belief that business
must not only be conducted according to the highest standards of economic efficiency
but the highest ethical standards as well. These standards go beyond minimum legal
requirements and reflect the Bank’s long-term commitment to building a business that
is successful, honest and responsible - that all its employees can take pride in. Bank
Asia is a performance based organization and follows the flat organizational structure.
It always promotes and practices performance based career growth. At Bank Asia
Limited we see our people as the prime Capital of the organization. Bank Asia
Limited represents a world of opportunity, challenge and fulfillment. This is a
performance driven organization which believes that performance comes from
belongingness and ownership and we always reward the performers in all aspects.
Functional skills development focuses on developing & sharpening the technical skills
of our people that they may be the best-in-class in their areas of expertise -
 34

technology, marketing, sales, finance, customer analytics, strategy, human resource,

internal audit, regulatory & legal.

At Bank Asia we care about our people and their development. Here you will find
opportunities for continued education and training. We are working on the process
and strategies to empower our people through leadership program, At Bank Asia we
are committed to help our people learn, develop & enhance their functional skills,
leadership capabilities & personal effectiveness. Our leadership development focuses
developing leaders who think before they act and act according to the values that the
organization embraces. We carefully design our training and development activities
keeping in mind the industry’s best practices. Bank Asia offers a market competitive
rewards package that is designed to make you feel an integral part of the team and
directly involved in the company's success. Bank Asia tries to provide a social status
and feeling of self-actualization with its Brand Name. Our asset is our diversified
workforce who is making the mark in the industry to create a unique workplace.

Performance Management System (PMS) helps you make the most of your working
life at Bank Asia Limited. The process supports you in identifying and delivering
against challenging goals that impact the organization. It helps you plan how you'll
develop skills and leadership behaviors for your current position and for the years
ahead. Our diversified workforce is the main asset of our organization. We believe
diversity is one of the key factors for success in any organization and hence we focus
in this area consciously.

4.5 Training Practices by HRD in Bank Asia Limited

Training is a mechanism which aims to improve specific knowledge or skills of

employees which are required for the successful completion of their assigned task can
be achieved, and will show benefits, in the short term influences behavior and
improves work performance of employees involves anyone in a supervisory position
may also be unconsciously given.
 35

Bank Asia Limited continuously making their managerial people engaged in various
Management Development programs. These programs are required to Bring about
capacities that go beyond those required by the current job improve an employee's
ability to handle a variety of assignments. Enhance the ability of an organization to
compete and adapt to a changing competitive environment add positive economic
benefits to the production of goods and services make an individual's career focused
and evolve
 36

CHAPTER 5: FINDINGS &ANALYSIS

 37

5.1 Purpose of Training in Bank Asia Limited

The main purpose of providing training is to provide knowledge to improve skills that
relates directly to job requirements, to develop skills needed to adjust with the
changing environments, and to provide opportunities to maintain specialized
proficiencies of employees.

Bank Asia Limited needs to provide training and development programs to its
employees -
 Because of the changes that are occurring in modern banking & nature of its
work
 Because employees should be prepared to face continuous change
 Because less skilled work is fast diminishing
 Because it is a prerequisite for entry into the productive workforce
 Because of the necessity that every individual should make the maximum
contribution to the bank & society

The purpose of training also includes the benefits of employees. These benefits are-
 The opportunity for promotion and self-improvement
 Improved job satisfaction through better job performance
 A challenge: the chance to learn new things
 Adaptability: greater ability to adapt to and cope with changes increase job
scope and allow for job rotation

Training and development programs do not only benefit the employees but most
importantly these programs work for the greater interest of the Bank. The Bank gets
following benefits from the training and development programs:
 Higher productivity through better job performance, more efficient use of
human resources
 Reduced costs due to less labor turnover, errors, accidents, etc.
 A more capable, mobile workforce
 Existing staff more easily retained
 An insurance policy; employees are better able to cope with the Bank's
“exigencies”
 38

5.2 Types of Training in Bank Asia Limited

At Bank Asia Limited, training programs are arranged in accordance to two basic
criteria or requirement:

1. Job/Skill Based Training: Training provided to increase or generate

necessary skills required to perform the assigned job is called Job/Skill
Based Training

2. TNA Based Training: Training provided on the basis of Training

Need Assessment is called TNA Based Training

Besides these basic criteria training programs at Bank Asia Limited can be classified
on the basis of several other criterions. These criterions are as follows

 Based on Location of Training

 Based on Level of Training

On the basis of the level of Training Location, Trainings can be classified into 2
categories:

 In House

 Class Room Based – Generally, Job/Skill or TNA based

training programs arranged at Bank Asia Learning &
Development Center

 E Learning Based – An agreement has been signed with Core

Knowledge (a sister concern of Rahimafroz) in order to provide
an online learning delivery platform to ensure that various
generic & advanced soft skills and leadership courses are
available to the employees 24/7. In addition to this, under the
Banks’s property online courseware development program,
Bank Asia Limited has signed up a MoU with MCC
(Multimedia Content & Communications Ltd.) to create
proprietary knowledge portal or courseware.
 39

 External

 Local – Training Programs arranged by Local Training

Providers where participants are nominated in accordance to
their TNA and (or) Job/Skill Needs

 Foreign - Training Programs arranged by Foreign Training

Providers where participants are nominated in accordance to
their TNA, Job Needs, and (or) Skill Development

On the basis of the level of training, trainings can be classified into 2 categories:

 Induction & Orientation Training:

 Induction & Orientation Training is mainly arranged for the

newly joined employee of the Bank

 The Sessions are usually taken by the divisional heads who

discuss about the operations and process flows of their
respective departments

 Simulation Training:

 Simulated Branch Mock Training has been recently introduced to the

training portfolio. It gives its participants a true picture of employee -
guest interaction during a real time transaction period
 40

5.3 Training Process at Bank Asia Limited

At BAL, overall training process varies depending on the types of training. The
processes are as follows:

Process Flow – Orientation Training

Training Process for Orientation Training is as follows:

Figure 5.4: Training Process for Orientation Training

Process Flow – In-House Training

Training Process for In-House Training is as follows:

Figure 5.5: Training Process for In-House Training

 41

Process Flow – Local External Training

Training Process for Local External Training is as follows:

Figure 5.6: Training Process for Local External Training

Process Flow – Foreign Training

Training Process for Foreign Training is as follows:

Figure 5.7: Training Process for Foreign Training

 42

5.4 ‘Training Needs Assessment’ at Bank Asia Limited

A needs assessment is the process of identifying performance requirements and the

"gap" between what performances is required and what presently exists. This gap
indicates the area on which training needs be provided and also indicates the specific
employee or specific number of employees in a branch or a department who need
training.

At Bank Asia Limited, TNA generally comes from the Performance Review Period
and KPI of every employee, where the respective line managers does a critical
assessment and formulates the training needs for the concerned employee for the
coming year

TNA Process

Figure 5.8: TNA Process of Bank Asia Limited

Methods/Mechanism of TNA Used by BAL

Bank Asia Limited uses the following mechanisms for TNA:
1. Requisition from a branch or department
 43

2. Performance appraisals records like KPI

3. Prior training surveys
4. Exit interview data
5. Statistics etc.
 44

5.5 Training Participation in Bank Asia Limited

Every year the number of participants in training programs in Bank Asia Limited is
promising and inflating. Here are some facts that indicate the sustainable HR
development practices through training programs undertaken every year in Bank Asia
Limited-

Table 5.1: Training participation by gender for the year 2014 and 2013

2014 2013
Gender
Persons Hours Persons Hours
Male 2231 39766 1345 24538
Female 712 12818 389 7685

Table 5.2: Training participation by position of year 2014 and 2013

2014 2013
Position Persons Hours Persons Hours
Executive 518 8914 340 3887
Non- Executive 2425 43670 1403 28336

In the next table number of person and training hours are given conducted by different
institutes in both years 2014 and 2013 for better comparative understanding-

Table 5.3: Training by different institutes of year 2014 and 2013

Year 2014 Year 2013

Particulars
Persons Hours Persons Hours
In House Training 2611 46520 1493 27591
Bangladesh Bank 70 840 15 144
BIBM 55 1104 34 1008
Overseas / Foreign
Training 17 496 11 336
Training by other
institute 190 3624 190 3144
Total 2943 52584 1743 32223
 45

From above facts of participation of employees in the trainings of two years we can
draw a picture of comparison between these two years, like-

3000 2943
2611
2500
no. of participants

2000 In House
1743
1493 BB
1500
BIBM

1000 Foreign
Other Institute
500 TOTAL
15 34 11 190
0 70 55 190
17
Year 2013
Year 2014

Figure 5.9: Comparison between the number of training participants of 2013 and
2014

Here in the graph it is quite visible that the number of the participants in training
program is increased to 2943 persons in the year 2014 where in the year 2013 it was
1743 and also increased the training hour in 2014 to 52584 hour which was 32223
hours in the previous hour.

5.6 Training Related Problems Faced by HRD

Human Resources Division of Bank Asia Limited frequently faces some issues
regarding the training. Those are as follows:

 Nomination

Training programs are arranged as per TNA received from the departments,
however in several occasions staff were not nominated for the training which
 46

were already in their TNA. Moreover, some of the departments nominate staff
for a training which was not included in the staff TNA, this is creating
anomaly in the participant group

 Training Effectiveness Evaluation

After completion of the training supervisors of the employees are requested to fill in
the training effectiveness evaluation form. The forms are not correctly filled in and
adequately returned back to HR on time

 Unequal Distribution Of Training Opportunities

Some of the employees are nominated repeatedly for training programs while others
are deprived of development opportunities

 Clash of Learning/Training Sessions Due To Lack Of Communication

Sometimes departments organize learning sessions/ training without informing HR

and their training dates clash with HR training calendar, as a result targeted
employees are not available during scheduled HR training sessions

 System Delay During Training Hours

Test environments are created for IT based training, since there are lot of staff enter
the server at a time, the system gets slow or hanged

 Unavailability of resource person

Sometimes on the day of training the resource person becomes unavailable without
prior notice, also the replacement suggested by the team is not ready for conducting
the session on such a short notice, these create scheduling problem.
 47

CHAPTER 6: RECOMMENDATIONS &

CONCLUSION
 48

6.1 Conclusion

Bank Asia Limited is reputed and leading commercial bank of the Bangladesh. They
have a strong HRD and talented man power. But they have to be efficient in every
step of their operations. If they want to keep their valuable human resources within
the organization, they need to develop a revised training policy which will satisfy the
needs of the employees as well as of the Bank. Then they will be able to achieve their
goal more easily.

6.2 Recommendations

Some recommendations are proposed bellow:

 Awareness buildup programs among manager of the various

departments should be initiated

 Support from the Top Management will also give an extra mileage.

 The Bank can identify the expected performance of the employees

which will lead to the attainment of organizational goal. Then a list of
required training can be developed which will generate expected
performance from the employees. Then only the listed training should
be provided to the employees.

 Training facilities should be available more frequently.

 Training should be frequent.

 Employees of same level of knowledge may be chosen for same type

of training rather than a composition of officers and executives
 49

ANNEX 1

Table A 1.4: Training by different institutes of year 2014, 2013, 2012 and 2011

Year 2014 Year 2013 Year 2012 Year 2011

Particulars
Persons Hours Persons Hours Persons Hours Persons Hours
In House Training 2611 46520 1493 27591 1299 25456 1186 29752
Bangladesh Bank 70 840 15 144 33 312 24 216
BIBM 55 1104 34 1008 8 176 22 614
Overseas / Foreign Training 17 496 11 336 18 920 8 160
Training by other institute 190 3624 190 3144 156 2656 76 1408
Total 2943 52584 1743 32223 1514 29520 1316 32150
 50

REFERENCES

1. Bank Asia Limited Annual Report 2014

2. Bank Asia Limited Annual Report 2013
3. Bank Asia Limited Annual Report 2012
4. Bank Asia Limited Annual Report 2011
5. Office Documents of HRD, Bank Asia Limited
6. Website of Bank Asia Limited: www.bankasia-bd.com
7. Dessler, Gary, Human Resource Management (New Delhi: Prentice-Hall of India,
11 Edition)
th

8. Rahman, Md. Ataur, “Assessment of Management Training Needs in the Commercial

Banks of Bangladesh: A Micro Study,” Dhaka University Journal of Business Studies,
Vol. 12 (2), 173-184, 1991