CHAPTER-1

INTRODUCTION

Training and DevelopmentEmployees

The purpose of employee orientation Employee orientation involves more then whatmost people realized. Employee orientation stillprovided new employees with the information theyneed to function. There are 4things by orientingnew employees:

Make the new employee feel welcome and athome and part of the team.

Make sure the new employee has the basicinformation 2function effectively such asemail access, personnel policies and

benefits, and what the employee expects interms of work behavior.

Help the new employee understand theorganization in a broad sense.

Start the person on the process of becomingsocialized into the farm culture values,and ways of doings things.

The Training ProcessTraining means giving new or current employeesthe skills they need to perform their jobs. Thismight mean showing a new web designer theintricacies of your sit, a new salesperson howto sell your farms products or a new supervisionhow to complete the farms weakly payroll sheets.

The four step training process Step 1: Needs analyses step, you identify thespecific knowledge skills the job requires, andcompare these with the prospective trainee’sknowledge and skills.

Step 2: Instructional design step, you formulatespecific , miserable knowledge and performancetraining objectives, review possible trainingprogram content and a budget for the trainingprogram.

Step 3: Implement the program, by actuallytraining the target employee group using methodssuch as on the job or online training.

Step 4: Evaluation step, assess the program’ssuccess.

Implementing Training ProgramWith the program designed and budgeted andobjected set, you can turn to implementing thetraining program. This means actually doing thetraining, using one or more of the trainingmethods we turn to now. We will start withsimple, low tech methods and process tocomputer-based ones.

On-the-job training

On-the-job training, sometimes called directinstruction, is one of the earliest forms oftraining (observational learning is probably theearliest). It is a one-on-one training locatedat the job site, where someone who knows how todo a task shows another how to perform it. Inantiquity, the kind of work that people did wasmainly unskilled or semiskilled work that didnot require specialized knowledge.

Parents or other community members, who knew howto do a job necessary for survival, passed theirknowledge on to the children through directinstruction.

Types of on the job training(a) Job Rotation: This type of training involvesthe movement of the trainee from one job toanother. The trainee receives job knowledge andgains experience from his supervisor or trainerin each of the different job assignments. Thoughthis method of training is common in trainingmanagers for general management positions,

trainees can also be rotated from job to job inworkshop jobs. This method gives an opportunityto the trainee to understand the problems ofemployees on other jobs and respect them.

(b) Coaching: The trainee is placed under aparticular supervisor who functions as a coachin training the individual. The supervisorprovides feedback to the trainee on hisperformance and offers him some suggestions forimprovement. Often the trainee shares some ofthe duties and responsibilities of the coach andrelieves him of his burden. A limitation of thismethod of training is that the trainee may nothave the freedom or opportunity to express hisown ideas.

The OJT process

Step 1: Prepare the Learning 1. Put the learner at ease.2. Explain why he or she is being taught.3. Create interest and find out what thelearner already knows about the job.

4. Explain the whole job and relate it tosome job the worker already knows.

Step 2: Present the operation

1. Explain quantity and quality requirement.2. Go though the job at the normal workpace.

3. Go though the job at a slow pace severaltimes, explaining each step.

4. Have the learner explain the step as yougo though the job at a slow pace.

Step 3: Do a Tryout

1.Run the job at the normal pace.2.Have learner do the job, gradually buildingup skill and speed.

3.As soon as the learner demonstrates abilityto do the job, let the work begin, but don’tabandon him or her.

Step 4: Follow-Up

1. Designate to whom the learner should gofor help

2. Gradually decries supervision, checkingwork from time to time.

3. Complement good work.

1. Apprenticeship TrainingApprenticeship training is a process by whichpeople become skilled workers, usually though acombination of formal learning and long term onthe job training. It traditionally involveshaving the learner study under the tutelage of amuster craftsperson.

2. Informal learning Surveys from the American society for trainingand development estimate that as much as 80% ofwhat employees learn on the job they learn notthrough formal training but through informalmeans, including performing their job on a dailybasis in collaboration with their colleagues.

3. Job instruction training

Many jobs consist of logical sequence of stepsthat one best learns step-by-step. This step-by-step training is called job instructiontraining.

4. Lectures Although some correctly view lectures as beingboring, studies practical experiences show thatthey can be effective. Lecturing is quick andsimple way to present knowledge to large groupsof trainees, as when the sell force needs tolearn a new products feature. Here the someguidelines for presenting a lecture.

Don’t start out on the wrong foot. Give your listener singles. Be alert to your audience. Maintain eye contact with the audience duringyour presentation.

Make sure everyone in the room can hear. Control your hand. Talk from notes other than from a script. Break a long talk into a series o five ministalk.

Practices.

5. Programmed learning Whether the medium is a textbook, PC, or theinternet, Programmed learning is a step-by-step,self-learning method that consists of threeparts.

1. Presenting question, facts, or problem tothe learner.

2. Allowing the person to respond.3. Providing feedback on the accuracy ofanswers.

6. Audiovisual based training Audiovisual are more expansive then lecture butoffer advantages. Of course they usually tend tobe more interesting. In addition, conceder usingthem in the following situations.

1. When there is a need to illustrate how tofollow certain sequence overtime, such aswhen teaching machine repair.

2. When there is a need to expos traineesto events not easily demonstrable in livelectures, such as a visual tour of a factory.

3. When you need organization-wide trainingand it is too costly to move the trainersfrom place to place.

7. Vestibule trainingA method of job education where educationalfacilities approximate real working conditionsand are equipped with actual productionmachinery. In a typical vestibule trainingsituation used by a manufacturing business, lessthan ten trainees would be supervised by oneskilled trainer, and the training providedsimulates on the job training withoutcompromising production speed or quality

8. Tele training andVideoconferencing

Tele training: Training that in which usuallylive instruction is conveyed in real time viatelecommunications facilities, that may beaccomplished on a point-to-point basis or on a

point-to-multipoint basis, and may assume manyforms, such as a teleseminar, a teleconference,or an electronic classroom, usually includingboth audio and video. Distance learning,distance training, electronic classroom, andvirtual instruction.

Videoconferencing: Is the conduct of avideoconference by a set of telecommunicationtechnologies which allow two or more locationsto communicate by simultaneous two-way video andaudio transmissions. It has also been called'visual collaboration' and is a type ofgroupware. Videoconferencing differs fromvideophone calls in that it's designed to servea conference or multiple locations rather thanindividuals. It is an intermediate form of videotelephony, first used commercially in Germanyduring the late-1930s and later in the UnitedStates during the early 1970s as part of Picturephone technology.

9. Electronic performance supportsystems (EPSS)

A system that provides electronic task guidance and support to the user at the moment of need. EPSS can provide application help, reference information, guided instructions and/or tutorials, subject matter expert advice and hints on how to perform a task more efficiently.An EPSS can combine various technologies to present the desired information. The informationcan be in the form of text, graphical displays, sound, and video presentations

10. Computer-based training (CBT)Computer-based training (CBT) is any course of instruction whose primary means of delivery is acomputer. A CBT course (sometimes called courseware ) may be delivered via a software product installed on a single computer, through a corporate or educational intranet, or over theInternet as Web-based training . CBT can be usedto teach almost any conceivable subject, but it is especially popular for computer-related studies. People often take advantage of CBT to learn how to run a particular computer application, such as Microsoft Excel , or to

learn a computer programming language, such as Visual Basic

11. Simulated learningSimulated learning means different thing todifferent people. A tanning professionalqualified as simulated learning experiences. Thepercentages of trainers choosing each experiencewere:

Visual reality type,19% Step by step animated guide,8% Scenarios with questions and decision treesoverlaying animation,19%

Online role-play with photos and videos,14% Software training screenshots withinteractive requests,35%

Others,6%

12. Internet based training

A computer network consisting of a worldwidenetwork that uses the TCP/IP network forobservation or premise from which a reasoningprocess of being a person to an agreed standardof proficiency by practiced instruction. Forexample, the employee might arrange withwww.puresafety.com to let its employees take oneor more occupational safety courses from thosepuresafety.com offers. Learning portals:learning portals is a section of an employer’swebsite that offers employees online access tomany all of the training courses they need tosuccesses at their jobs.

13. The virtual classroomConventional web-based learning tends to belimited to the short of online learning withwhich many college student are already familiarreading power point presentation, participatingin instant massage type chat rooms, and takingonline exams, for instances. The virtual classroom takes online to a new level. A virtualclassroom uses special collaboration software toenable multiple remoter learners, using their

PCs or laptops, to participate in live audio andvisual discussions, communicate via writingtext, and learn via content such as power pointslides

Managerial On the Job Training

Managerial on the job training methods includejob rotation, the coaching/ understudy approachand action learning.

Job rotation: A management training techniquethat involves moving a trainee from departmentto broaden his or her experience and identifystrong and weak points.

Job rotation means moving management traineesfrom department to department to broaden theirunderstanding of all parts of the business andto test their abilities. The trainee, often arecent college graduate, may spend severalmonths in each department, fully involved in itsoperations. The trainee thus learns thedepartment’s business by actually doing it,while discovering what jobs he or she prefers.

Coaching / Understudy Approach: Here the traineeworks directly with a senior manager or with theperson he or she is to replace; the latter is

responsible for the trainee’s coaching.Normally, the understudy relieves the executiveof certain responsibilities giving the trainee achance to learn the job.

Action learning: A training technique by whichmanagement trainees are allowed to work fulltime analyzing and solving problems in otherdepartments.

Actions learning programs give managers andothers released time to work full time analyzingad solving problems in departments other thantheir own. The basics include: carefullyselected teams of five to 25 members; assigningthe teams real world business problems thatextend beyond their usual areas of expertise;and structured learning through coaching andfeedback. The employer’s senior managers usuallychoose the projects and decide whether to acceptthe team’s recommendations. Many major firmsaround the world from GE, to Samsung andDeutsche bank use action learning.

For example Pacific Gas & Electric Company’s(PG&E) Action Forum Process has three phases:

(1) A frame work phase of six to eight weeks–this is basically an intense planning periodduring which the team defines and collects dataon an issue to work.

(2) The Action Forum–two to three days at PG&E’slearning center discussing and developing actionplan recommendations.

(3) Accountability sessions, when the teamsmeet with the leadership group at 30, 60 and 90days to review the status of their action plans.

Off the Job management training anddevelopment techniques:

There are many off the job techniques fortraining and developing managers.

The Case Study method: Everyone knows thecase study method presents a trainee with awritten description of an organizationproblem. The person then analyzes the case,diagnoses the problem, and presents his orher findings and solutions in a discussionwith other trainees.

Integrated case scenarios expand the caseanalysis concept by creating long termcomprehensive case situations. For example,the FBI Academy created an integrated casescenario. It starts with a concerned

citizen’s telephone call and ends 14 weekslater with a simulated trial. In between isthe stuff of a genuine investigationincluding a healthy sampling of what can gowrong in an actual criminal? To create suchscenarios scriptwriters write the scripts.The scripts include themes, backgroundstories, detailed personnel histories androle playing instructions. In the case of theFBI, the scenarios are aimed at developingspecific training skills, such asinterviewing witnesses and analyzing crimescenes.

Management game

Form of simulation used in management training.Both simulation and management games aremathematical models, but they differ in purposeand mode of use. Simulation models are designedto simulate a system and to generate a series offinancial and operating results regarding systemoperations. Games do the same thing except thatin games human beings play a significant part;that is, participants make decisions at variousstages. Management games offer a unique means oftraining accountants and have been usedsuccessfully as an executive training device.

These games generally fall into two categories:executive and functional. Executive games aregeneral management games and cover allfunctional areas of business and theirinteractions and dynamics. Executive games aredesigned to train general executives.

Outside Seminars

Many companies and universities offer Web-basedand traditional classroom management developmentseminars and conferences.

University related programs

Many universities provided executive educationand continuing education programs in leadershipsupervision and the like these can range fromone to 4-days program to executive developmentprograms lasting 1-4month.

Corporate universities:

Corporate universities many firms, particularlylarger ones, establish in –house developmentcenters. GE, caterpillar and IMB are someexample. In house development centers typicallyoffer a catalogue of courses and programs aimed

at supporting the employers managementdevelopment needs.

Executive Coaches

Executive coaching is defined as a helpingrelationship formed between a client who hasmanagerial authority and responsibility in anorganization and a consultant who uses a widevariety of behavioral techniques and methods toassist the client achieve a mutually identifiedset of goals to improve his or her professionalperformance and personal satisfaction andconsequently to improve the effectiveness of theclient's organization within a formally definedcoaching agreement.

What is change?

To the question is what change is? For example,when she becomes CEO of a troubled Avon productscompany some years ago, Andrea Jung knew she hada problem. Sales reps were leaving, customer

were demanding more effective products, and thefirm whole back end operation the purchasing,order-taking, distribution system lackedautomation.

Lewins changes process

Kurt Lewins emigrated from Germany to Americaduring the 1930's and is recognized as the"founder of social psychology" which highlightshis interest in the human aspect of change.

Unfreezing: The Unfreezing stage is probably oneof the more important stages to understand inthe world of change we live in today. This stageis about getting ready to change. It involvesgetting to a point of understanding that changeis necessary and getting ready to move away fromour current comfort zone. This first stage isabout preparing ourselves, or others, before thechange (and ideally creating a situation inwhich we want the change).

Moving: Moving means developing new behaviors,values and attitudes. The manager manyaccomplish this through organizational structurechange and sometimes through the organizationaldevelopment techniques.

Refreezing: Refreezing means building in thereinforcement to make sure the organization doesnot slide back in to its former ways of doingthings.

Leading organizational change:

1.Establish a sense of urgency most managersstart by creating sense of urgency. Thisoften takes creativity.

2.Mobilize commitment through joint diagnosisof problems. Having established senses ofurgency, the leader may then create one moretask forces to diagnose the problems facingthe company.

3.Create a guiding coalition. No one can reallyimplement major organizational change alone.

4. Develop and communicate a shared vision,your organizational renewal may require a newvision.

5.Help employees make the change. Are thereimpediments to change? Dose a lack of skillsstand in the way? Do police producers or thefarms organizational make it difficult toact?

6.Consolidate gains and produced more change.Aim for attainable short-termaccomplishments.

7.Reinforce the new ways of doing things withchanges to the companies system and producer.

8.Finally, the leader must monitor and assessprogress. In brief, this involves comparingwhere the company is today with where itshould best on measurable milestones.

Training Effects to Measure

You can actually measure four basic categories of training outcomes:

1. Reaction .Evaluate trainees’ reactions tothe program. Did they like the program? Did they think it worthwhile?

2. Learning. Test the trainees to determine whether they learned the principles, skills, and facts they were supposed to learn.

3. Behavior. Ask whether the trainees on-the—job behavior changed because of the trainingprogram. For example, are employees in the stores complaint department more courteous toward disgruntled customers?

4. Results. Probably most important, ask, “What results did we achieve, in terms of the

training objectives previously set?” For example, did the number of customer complaints diminish? Reactions, learning, andbehavior are important. But if the training program doesn’t produce measurable results, then if probably hasn’t achieved its goals.

CHAPTER-2

COMPANY PROFILE

History:

The Premier Bank Limited had been incorporatedin Bangladesh as banking company on June 10,1999 under Companies Act.1994. Bangladesh Bank,the central bank of Bangladesh, issued bankinglicense on June 17, 1999 under Banking CompaniesAct.1991. The Head Office of The Premier BankLimited is located at Banani, one of the fastgrowing commercial and business areas of Dhakacity

Honesty, integrity and responsiveness are the values that have guided Premier Banks’ history and served Premier customers and communities formore than 39 years.

Premier Bank Milestones 1974 Commenced Operations 1978 Maplewood State Bank headquartersconstructed

1988 Bank name changed to Premier Bank toallow for greater expansion

1989 The first Premier Bank branch officeopened in Osseo, MN

1990 Premier Bank acquired eight formerMidwest Federal Savings offices located inRoseville, Farmington, Northfield, Faribault,Owatonna and 3 branches in Rochester

1992 White Bear Lake branch opened 1998 Bloomington branch opened 2001 Albertville branch and an in-storebranch in Blaine Wal*Mart opened

2005 Woodbury Wal*Mart in-store branch and anadditional free standing bank office inRochester opened

2006 Monticello branch opened 2007 Hugo and Hastings branches opened 2014 Blaine branch moved to largerfreestanding office

2014 Premier Banks celebrates 40thanniversary

Premier is large enough to offer state of theart financial products and services, yet smallenough to give clients the personal attentionthey deserve. Premier’s stable lending teamtakes the time to understand client’s needs sothey are better served. Established andcontinuing as independent, community-orientedbanks, Premier Banks continue to meet thefinancial need of our clients and supply the

credit necessary for local businesses andindustries to grow.

Vision & Mission

Vision

The Bank has clear vision towards its ultimatedestiny – to be the best amongst the topfinancial institutions.

Mission

To be the most caring and customer friendlyprovider of financial services, creatingopportunities for more people in more places.

To ensure stability and sound growth whilstenhancing the value of shareholders

investments. To aggressively adopt technology at alllevels of operations to improve efficiencyand reduce cost per transaction.

To ensure a high level of transparency andethical standards in all business transactedby the Bank.

To provide congenial atmosphere which willattract competent work force who will beproud and eager to work for the Bank.

To be socially responsible and strive touplift the quality of life by makingeffective contribution to nationaldevelopment.

CHAPTER-3

Training and development process ofPremier Bank

Training and development is one of the mostsignificant areas that every bank emphasizes onto develop their manpower to sever theircustomer best and to survive in the market. Sois Premier Bank Ltd. The HR of Premier Bank Ltdmaintains a structured and organized trainingstructure to train their employees by bettertrainers. The ultimate objective of the trainingis nothing but ensuring the overall developmentof the employees and achieving competitiveadvantages through skilled employees.

Training refers to a planned effort by a companyto facilitate employee’s learning of jobsrelated competencies. These competencies includeknowledge, skills, or behaviors that arecritical for successful job performance. Thegoal of training is for employees to master theknowledge, skill, and behaviors emphasized intraining programs and to apply them to their dayto day activities. The same goal is establishedby the HR of Premier Bank Ltd to develop the

skills of its employees, so that they can masterin banking profession.

The bank put tremendous efforts on theirtraining department to train the employees best.An effective training system of a Bank reflectseffectiveness of an organized Human Resourcepractice of that bank. Training is a continuousprocess for the employees of Premier Bank Ltdand the development of the employees is theculture of the bank. To support this statementPremier Bank Ltd has its own training instituteto serve their employees better with a closelymonitored way. The training includes all thetraditional, modern trainings that are neededfor the banking activities to carry on by theemployees. Well structured trainings are offeredto the employees to ensure the highestdevelopment of the employees those participates.The training also includes and modifiesaccording to the change of banking needseveryday to cope up with the contemporary world.

Training Activities of Premier BankLtd

Premier Bank Ltd always focuses great emphasison training and development of its employees.That’s why Premier Bank has its own traininginstitute with a dedicate HR people who arearranging trainings for the employees of premierbank. Premier Bank believes that only employeesmust provide better service if they are trainedwell. The HR department wants to ensure adedicated team of well trained employees who canserve the customers as well as the bank by theirexpertise. Different types of trainings areoffered to the employees according to the bankrule. Most of the trainings are regardingbanking activities and the trainings are wellstructured.

Trainings that are offered from PremierBank to its employees:

Foundation course General Banking Foreign trade payment & Finance. Credit Management SME Financing Banking Laws and Regulations

Anti-money laundering policies andimplementation

IT Securities and Information System in Bank Customer service Intelligence CIB reporting SBS I,II & III Credit Risk Grading Cash Management Prevention of Malpractices in Bank Presentation of Malpractices in Bank Retail Banking Treasury operation House keeping Workshop for problem and solving as perdepartment requirement

Detection, Disposal of forged & mutilatednotes

Loans and advances reporting for submissionto BB

Internal control risk Management Foreign exchange risk management Foreign exchange regulatory Act- 1947 Basic Accounting Concept for Bankers Assets Liabilities Risk Management Training at other institute Other trainings including foreign training

Methods of Employee Training that Premier Bank Ltd follows: Premier Bank Ltd follows both the on the job andoff the job training methods for its employees.

On the job training:

Job Rotation: In Premier Bank Ltd employees moveto various positions in the organization in aneffort to expand their knowledge, skills, andabilities.

Assistant – To positions: Employees at PremierBank Ltd with potential sometimes work undersuccessful managers often in differentdepartments of the banks; this helps theassistant to get successful virtues from hissuperior. This helps a lot to get an informalbut most effective training. Committeeassignment: committee assignment can allow theemployee to share decision making, to learn by

watching others and to investigateorganizational problems. Premier Bank Ltdarranges committee assignments for its employeesand the bank allows its employees to expresstheir best toward the organizational developmentby individual potential.

Off the job training:

Lecture course and seminar: Bank Asia Ltdarranges trainings for its employees at its owntraining institute. The trainers use lecturecourses and seminar to train the employees.

Training and Development:

Training for Individuals: Some training aredesigned only for the individuals, for those theemployees are individually responsible for theirown development.Training for teams: Trainings served for teams,when team performance is necessary.Training for organizations: organizationaltraining that may containing creating fair andproductive organizational environment,developing knowledge sharing culture inside theorganization.

CHAPTER-4

RECOMMENDATION

Premier Bank should arrange other trainings(managerial trainings, English

speaking/reading/writing training, quickcustomer service trainings, etc) rather thanonly traditional banking trainings for itsemployees.

Training time for specific trainings need tobe expanded.

Premier Bank Ltd should arrange on jobtraining rather than off job training.

Premier Bank Ltd needs to hire more skillfultrainer to deliver the training.

The HR department should find out whyemployees think outside institution trainingsare more useful than in house trainings.

Premier Bank Ltd HR department should takeideas regarding designing the trainingsession from the employees based on theirexperience.

The ROI –The return on investment madetowards training and development activityneed to be measured. Employee has to be awareabout the cost invested by company indirectlyand they will be motivated to get the desiredresult output.

CONCLUSION Banks are highly competitive in Bangladesh. Thesuccess of one bank depends on the betterservice from the bankers to customers.Successful training and development can develophighly trained bankers in the banks, who canserve the customer well, and can achievecustomer satisfaction for the organization, byproper training and development processemployees become more efficient and cancontribute well in the organization in everywork. Well structured and constructive trainingcan ensure competitive advantage by theemployees for the organization. So this is theright time for the HR departments of Bangladeshibanking sectors to start effective training anddevelopment programs for the employees byimplementing effective Human ResourceManagement.